Final Project

2010
The Marketing Management Programme
MEC 03 Final project
Front page
Student(s) Name(s): Jonas Shus Haahr Andersen Class: MEC 03 Tutor: Helle Bro Groth
Project Title (use capitol letters): Final Project: Marketing plan for AB Krudtuglerne ________________________________________________________________________ Company: Akademisk Boldklub A/S ________________________________________________________________________ Total number of characters incl. spacing (excl. appendices and list of content, but incl. executive summary) : 100.850
Confidentiality
The student(s), the supervisor and the external examinator must at any and all time maintain full discretion in relation to information acquired in connection with the main project. This obligation to maintain discretion also applies after the final project has been evaluated and the examination has taken place. After the exam the final project will therefore be kept in the schools private archives for a year. Hereafter only the best final projects will be handed over to the library at Business Academy Copenhagen North. All other final projects will be kept for a period in the archives until they are finally shredded by the school.
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Date: Signature(s): .. . .. .
2010
Jonas Haahr Andersen Akademisk Boldklub A/S 6/2/2010
Final project
2010
Table of Contents
Executive summary
The following project is written in relation to Akademisk Boldklub A/S (AB) and Krudtuglerne (children fan club of AB). If unsure, AB is a professional football club in Gladsaxe, currently situated in the top of the 2nd best league in Denmark. The overall objective was to produce a marketing plan; the company could use to market Krudtuglerne. To make the marketing plan, analyses are needed, why I carried out analyses first. The problem statement of the whole project is the following: How should AB market Krudtuglerne, to increase the number of members by at least 300 before June 30th 2011? Football is a very popular sport in Denmark, with many fans all over the country, also in Gladsaxe. Can this be turned into a business opportunity for AB? When I first started my internship in AB and my project here, I was very optimistic, thinking I could do what it would take to reach the objective, thinking AB had what it took. However, as I got deeper and deeper into the project I found that there were things that I thought to be of positive 3 Jonas Haahr Andersen
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influence, actually showing as obstacles and negative influences, which leads me to my analyses. For the internal analysis I used the SMS-Model, to help me find the positive and negative features in AB, affecting Krudtuglerne. The analysis showed that ABs actual image and wanted image did not fit. AB has an idea called Vision 2010. The most important objective of that vision was to achieve promotion to the best league in Denmark, football wise. This would boost the image of AB greatly, but as we get closer and closer to the end of this season, this seems harder and harder to achieve. What I consider a negative influence on Krudtuglerne, is the fact that AB is currently in possession of a CRM system. A CRM system might make the whole service a better experience for the customers, making it possible for the employees to come with offers and the like, more tailored to Krudtuglernes members, or other AB fans. The internal analysis also showed that the financial situation of AB is critical. They have an increasing debt, with a decreasing equity to match it meaning dark times. The external analysis was made with the help of the tool, PEST analysis. The PEST analysis showed, when looking at it, that there are laws and regulations when dealing with a product, directed at kids. A company is not allowed to make use of the fact that kids are young and thereby not as critical as adults (most adults), and every company have to show good marketing practice. The external analysis also showed that Denmark, as assumed is in a financial recession, as the rest of the world, with the Danish GDP decreasing over the past few years, yet another obstacle. Krudtuglerne have earlier this year partnered with Diabetesforeningen, which is an opportunity, as the Danish population is very willing to donate money to charity, thereby create goodwill to AB. As phenomena such as Facebook, has become very popular, it makes it so much easier to reach the public, which is a positive feature, though this also counts for the competitors. The competitors are strong, mainly Brndby IF and FCK, the two largest clubs in Denmark, fan wise at least. These show as great threat to AB and Krudtuglerne, as they grab a lot of the local kids. Finally when having made these analyses, it was time to make the marketing plan. The overall idea with Krudtuglerne is to generate loyal AB fans in the future, by making great experiences for them, via the use of AB of course. The colors of Krudtuglerne are to be green, white and gold, as those 3 colors represent the club colors. The price should be lowered from where is it now, with approx. 20 DKK. Although this is not much, it is seen in relation to the other children fan clubs, partnering with A-Tex, as AB are. 4 Jonas Haahr Andersen
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The promotion of Krudtuglerne would take place, by using 6-7 communication channels, different ways of reaching the public. The different ways are as follows: Internet banners Bus streamers Google AdWords Billboards Flyers Posters (local area) Promotion mascot Only problem with these channels is, that they cost money. The overall marketing budget should be in the area of 230.000 DKK. Take these expenditures and add the daily expenses for Krudtuglerne, the yearly cost would be approx. 360.000 DKK. This compared to the expected income of approx. 85.000 DKK, creates a huge deficit of approx. 275.000 DKK. After having done the analysis, aided by the use of a questionnaire and models, the production of the marketing plan, with use of the 7 Ps (service marketing mix), and the preparation of the marketing budget, it was time for the conclusion to the project. A more detailed conclusion can be seen in the end of the project, but my overall conclusion was that the whole idea with Krudtuglerne is a bit out of place. There is not a base for AB to generate enough members, at least not with their current position in the 1st Division. The marketing plan would not be economically sustainable, as it would create too much of a deficit in my opinion.
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Introductory chapter
Motivation
In Denmark football is the most popular sport1. With this taken in consideration, there must surely be a need for fan clubs around the country, for different teams. Fan clubs are not only needed for adults as many kids also love to play and watch sports and take interest in this particular sport. With this many people, adults as well as kids, interested in football, an opportunity for AB has been created, so to speak. Then there is the problem, that most people are fan of the best team, and since AB are positioned in the 1. Division (2nd best league) they are not among the top 10 teams in Denmark, yet. Now you might be wondering why I am saying yet, but this is because of what AB calls Vision 20102. As we all can see, this is the year Vision 2010 should be carried out. If AB achieves the goals set, or at least the very first one, in this vision, they will be back in the best Danish football league, SAS Ligaen. This increases the interest for AB, especially from kids, which in turn creates an opportunity for AB to make a children fan club, Krudtuglerne. Now, Krudtuglerne have been established since the summer 2009, but it is not meant to really kick in before summer 2010, which is where my research question, followed by a marketing plan, takes its beginning. Taking all the above information in mind, I think it is very interesting to see, whether or not AB can/will have success with running a kids fan club, Krudtuglerne. Will they be able to get enough kids to join the ranks, or will they be left behind with less than 50 members all along? Besides this the point of carrying out analyses, making a marketing plan and budget, it is very interesting, in the end to be able to conclude, whether this is a good investment or not?
1 http://www.netdoktor.dk/sport/hvilken_sportsgren/fodbold.htm
2 http://ab-fodbold.dk/ab-as/vision-2010.aspx
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Research question:
How should AB market Krudtuglerne, to increase the number of members by at least 300 before June 30th 2011? Sub questions: - How do the internal factors of AB look, and how do they influence Krudtuglerne? - What is the financial situation of AB? - How does the macro environment influence the product, Krudtuglerne? - Who are the largest competitors and what are their strengths and weaknesses? - Who are the target group, how do their demographics look, what is the market size, what is their motivation and expectations in relation to Krudtuglerne, and how is their buying process and behavior? - What are the strengths, weaknesses, opportunities and strengths of Krudtuglerne? - What product strategy should AB use, in relation to Krudtuglerne? - What pricing strategy should AB use when determining the price of a membership at Krudtuglerne? - Which distribution strategy should AB use when selling memberships of Krudtuglerne, to the target group? - Which promotion strategy should AB use when communicating Krudtuglerne, to the target group? - How should the people working with Krudtuglerne appear? - How should the process of becoming member in Krudtuglerne be? - How should all the tangible aspects of Krudtuglerne appear? - Would the marketing plan be economically sustainable?
Interpretation
The overall idea with this project was to write a marketing plan, showing what AB should do in order to achieve the objective, stated in the research question, increasing the members in Krudtuglerne by at least 300 by the end of June 2011. I have made a whole bunch of sub-questions to guide me through the project. The first three questions are about how the external and internal factors can show as strengths, opportunities or maybe weaknesses and threats, to ABs attempt to achieve the stated objective. The next two is about the market. How is level of competition in the market, who are the biggest competitors, what are their strengths and weaknesses, 7 Jonas Haahr Andersen
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who are the target group, how are they defined, are they increasing or decreasing in size, what are their buying behavior and the like. The 6th sub question is merely a sum up of the previous sub questions. By doing a SWOT I have collected the data from the previous analyses, to get a better overview and give the reader a better idea as well. From the SWOT I have carried out an Issue analysis (TOWS) to see how AB could make use of the strengths and opportunities the best way, to minimize the weaknesses and threats. All the next sub questions, except for the last one, are about what AB should do, with relation to the marketing plan, all to assist me, when going through the project. How should they differentiate from the competitors, how the service marketing mix (7 Ps) should be implemented, and what strategies AB should focus on using. The last sub question is an addition to the research question. When all the plans have been made and are ready to be carried out, I stop for a moment and discuss, if the whole project is worth the risk and money invested in it or if it simply is a bad investment, thus not worth it.
Scope
The geographical focus of the project will be Zealand, and more specific, Greater Copenhagen. This is because as AB is not in the position to compete with all the bigger teams on fans, they should look to focus on the local area of Gladsaxe, Sborg, Buddinge and the like. Also I will focus in Krudtuglerne as the service, and not talk a lot about the services AB provide, as these are two completely different products, aimed at different segments of the Danish population. As the product is aimed at kids, I will not be talking about BtB, as this is not an option in any way. I will also be leaving out the STP-model, Segmentation targeting Positioning. This is due to the fact, that the product, and the target group is already more or less set, thereby making most of that model useless. Worth mentioning is the main focus of this projects competitor analysis is on the direct competition, as I see this as the biggest threat to ABs Krudtugler. There is a smaller part about indirect competition; however it is only about other kind of children clubs. This is because, the market for fun experiences for kids, is way too broad, to get a hold of, at least in this report. Regarding data, I have used what I could get my hands on in AB, such as knowledge about Krudtuglerne, annual report and other internal information. Regarding external data, I have made a questionnaire, which I got information from; other information is from either books or the internet. The marketing plan proposed in the last part of the project is meant to take its 8 Jonas Haahr Andersen
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place beginning summer 2010 and ending June 30th 2011, hopefully with having achieved the objective.
Methodology
Project type
The type of this project, is in a strange way, a cooperation of a critical/diagnostic method and a change-oriented method3. I will be evaluating some of the certain problems, but the main focus of the project will be to make analyses that will aid me in producing a marketing plan, that would make it possible to achieve the objective, stated in the research question.
Models and theories

The theories used in this project are the following: SMS-model: First of I have made an internal analysis, aided by the SMSmodel, I have used this model as the Krudtuglerne is a service and not a tangible product. Would it have been a tangible product, then I would have made use of the Value Chain. PEST: I have made use of the PEST analysis to be able to analyze the macro environment of Denmark, and Gladsaxe where possible. The PEST analysis looks at the most important factors, when dealing with a product on a market. Competitor analysis: Although I have not used any specific models for the competitor analysis, I have made use of some of the factors included in Porters 5 Forces. This is to be able to conclude, what are the weaknesses and strengths of Krudtuglernes main competitors, and how the market are. Buying behavior: The buying behavior analysis helps understanding how the target group behaves. What are their motives, who are the buying centre and the like? These factors are important to know, when trying to reach a set target group. Financial terms: I have made use of different financial terms, such as different ratios, ROA, ROS, A/T and ROE, to analyze the financial situation of AB and the competitors. Also used is some of the aspects of a Profit/Loss, to
3 http://fronter.com/knord/links/files.phtml/15463203$110066753$/Dokumenter/11.+Methodol ogy/The+art+of+writing+2.pdf, page 19
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see whether or not it could be a good investment for AB, to invest in Krudtuglerne and the Promotion. Service Marketing Mix: The 7 Ps is used in the marketing plan I have produced. Those Ps are the essential factors to consider when trying to market a product, and making the service as good as possible. Within the service marketing mix, I have used several smaller models, one for the product4, one for price5, and one for place6 and last but not least one for promotion (IMC)7
Data collection
In the project is both desk and field research, as they are both really useful tools, in their own way. The desk research will primary come from the internet, but also books will be used together with annual reports. The questionnaire is a qualitative questionnaire, with 230 respondents. The questionnaire was carried out online, at Defgo.net, as it was not as time consuming as it would have been, if produced and carried out by hand.
Structure
My structure of writing, will follow the idea of a the fish with many stomachs8, at least in the analyzing part. I do this because I like the idea of
4 Solomon, Marketing real people real choices, page 273
8 http://fronter.com/knord/links/files.phtml/15463203$110066753$/Dokumenter/11.+Methodol ogy/The+art+of+writing+2.pdf, page 21
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having smaller conclusions along the way, and end up with one larger conclusion, which mostly is a compilation of the previous ones. It also seems like, by using this structure, the project is more/easier well organized and easier to follow for the reader. It makes it easier to find head and tail in the project. However, my solution part of the project is not based on the same idea, but is built up, with one conclusion in the end.
Criticism
As most of my data and sources are from the internet, they are never to be trusted 100%. Many sources on the internet are very unsecure, but I have tried to be as critical as possible, although credible sources are hard to find. As the Gladsaxe area is a relatively small part of Denmark, most of the information found, is not about Gladsaxe in particular, but counting most of Denmark every time, therefore some of my information is assumed to be the same in Gladsaxe as in Denmark in general. The questionnaires are also answered online, meaning a certain credibility issue as well. I can never know if the respondents have been honest or not? I used Facebook and football societies, such as www.bold.dk to communicate my questionnaire. This means that the people answering might already have assumptions and opinions when it comes to the questions. It is also obvious that, had I carried out the questionnaire in the Gladsaxe area, the answers would have been of greater value, as this is where the promotion would take place. Also worth mentioning is the gender distribution, with reference to those who answered the questionnaire. Out of the 230 who answered, a total of 187 was men, meaning the gender distribution is very uneven. The annual reports I have examined, AB, FCK and BIF are all from 2008, this is because ABs rapport was not yet finished, when I did the analyze. I chose to take the same year of BIF and FCK, just to better be able to relate them to each other. I am very well aware of the numbers would have been more exact and up to date, had I used the annual reports from 2009. With this criticism in mind, I still do believe that the project I am will be trustworthy. No models, data or answers are bulletproof, and neither is my project. But I have put hard work into making the project, and the report as credible as I possibly could.
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Company profile
Akademisk Boldklub A/S is a professional football club in Denmark, it is in daily spoken referred to as AB. AB was established in the year of 1889, and is a merger of Fredericia-studenternes Kricketklub and Polyteknisk Klub9. In the 1960s AB moved to Gladsaxe10 and is now considered the local team, playing at Gladsaxe Stadium. In fan terms, AB is known as the Owls, as the logo of AB is an owl. AB has won a total of 9 Danish championships, though the last one was back in 196711. In recent time, AB achieved the 3rd cup final in 2001, but unfortunately they lost12. In 2004 AB regulated from SAS Ligaen to the 1. Division, which is where they have been situated since then13.
9 http://ab-fodbold.dk/ab-as.aspx
11 http://www.danskfodbold.com/medaljeoversigt.php
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A few years ago AB launched their Vision 2010, which among other things, holds the objective of achieving promotion to the best Danish league in 201014, football wise, and having players on every youth team in Denmark. This is as of now still possible, though it looks hard for AB to achieve this, at least the promotion part. But the promotion is as said, only one of many bullet points in the vision, AB CEO Ronny Saul says, it was about moving AB forward, and keep the process going15. AB owns 50 percent of Jespers Torvekkken. A catering company making lunch for 95 companies, incl. both AB and Lyngby BK16. They also deliver food for the various events AB holds in the VIP lounge, and on match days, for the sponsors/partners. A part of AB is AB Event & Konference, which sells events in ABs VIP Lounge or out of the house as well. The goal of AB Event & Konference is to make use of the facilities and network already established, to support the objectives of AB A/S17. AB also arranges some different events throughout the year, such as a smaller cycling race, football tournament and the like. Also the VIP Lounge is used to make events, such as showing the World Cup this summer and Mikkel Kesslers Boxing match against Carl Froch. Even though AB is a professional football club, the employees (administration) spend the most of their time trying to make money, on other aspects of the business, though still related to the football team. AB has entered partnerships with loads of companies, such as Hartmanns, Hummel and Carlsberg.
14 http://ab-fodbold.dk/ab-as/vision-2010.aspx
15 http://www.kanalsport.dk/index.php/tv/clip_id=34128
16 http://www.torvekoekken.dk/
17 http://www.ab-event.dk/
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Besides the above mentioned, AB has also entered a franchise with BNI (Business Network International)18. BNI creates a professional business network, where people create references and business through each other. It costs a certain amount to be a part of ABs BNI group(s), which is where AB makes the money. In the questionnaire I have made and evaluated I also asked about the respondents feelings towards AB, on a 10 point scale, where 1 was hate and 10 was being a fan. The average number was 5,419, meaning the general attitude towards AB is neutral. As AB is a professional football club, they do of course have an official fan club as well, AB Forever20. The fan club is though not a part of AB A/S, but a private institution. Part of AB is Krudtuglerne21, the children fan club this rapport deals with. Krudtuglerne is for kids in the age of 0-14 who wants to be a fan of AB. ABs Krudtugler, and thereby AB, has entered a partnership with a Danish charity organization, Diabetesforeningen. Through this AB creates awareness for AB but also for what Diabetesforeningen actually do and help communicate the messages from Diabetesforeningen to the public. Besides this AB holds a diabetes-day at the stadium the 6th of June, as this is the official diabetes-collecting-day22.
18 http://www.bni.as/Default.aspx?w=088ba1e76a744dd5a104e131562aecdd
19 See enclosure: Questionnaire responds
20 http://www.abforever.dk/
21 www.ab-krudtuglerne.dk
22 http://www.diabetes.dk/Aktuelt/Nyheder/2010/Stoet_Boern_med_Diabetes_soendag_den_6_ju ni.aspx
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AB has 12 employees hired at the office/reception at Gladsaxe Stadium, to maintain the business of AB. Out of those 12, 2 are youth coaches and 1 is the talent manager. The CEO of AB is Ronny Saul, who also is a part of the board in Hartmanns23. Besides these employees, are the entire first team, consisting of 23 players and 10 staff employees, incl. the head coach Flemming Christensen and the assistant coach Michael Schfer. As a part of being a youth player in AB, one is offered to go to school at Sports College Gladsaxe24. This offers both the opportunity to follow ones dreams, at the same time as offering an education, as only the very best players can live on the salary from football.
Internal analysis of AB
The internal analysis of AB is performed, to see what internal factors influence Krudtuglerne and how they are influencing, do they contribute as strengths or weaknesses? The sub-question I try to answer during this chapter is the following: How do the internal factors of AB look, and how do they influence Krudtuglerne?
23 http://www.hartmanns.dk/management.6
24 http://ab-fodbold.dk/talenthold/sports-college.aspx
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When looking at the internal parts in a service company, it is only natural to have a look at the Service Management System model (SMS-model).
SMS-Model
The SMS-model is usually used to analyze service companies, whereas the Value Chain is better suited for companies, selling tangible goods. The SMSmodel splits the company into 5 categories, and explains the relation between them. The 5 parts are as follows: The Service Concept, The Market Segment, The Image, The Delivery System and The Culture and Philosophy. Here is a figure of the model:
Figure
The Service Concept As AB is a professional football club, the core service they provide, is a high level of football, and hopefully worth spending money to watch. Besides the football, AB also offers peripheral services. The most obvious being sponsorships or partnerships as they are called in AB. Among others lesser obvious is, Krudtuglerne one of the peripheral services they provide. When I started my internship in the company the CEO, Ronny Saul said: The goal of Krudtuglerne is to generate future AB fans. Researches show that the team children under the age of 14 is a fan of, is the team they will cheer for onward.25 Meaning the main service that should be provided by Krudtuglerne is to be a great alternative to an adult fan club, where the focus is on making a great atmosphere to, in the long run, generate and establish a future AB fan base. This is in a way done by the use of emotions, as being a fan is all about emotions and feelings one might have for a club. A fan once said on an AB forum: To me, AB is a way of life26
25 Quoted from meeting during internship period, between Ronny Saul and myself.
26 http://www.ab-fodbold.dk/nyheder/1-holdet/hvad-betyder-ab-for-dig.aspx - written by Mikkel Jger (Danish link)
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The Market Segment As the service this report is about is Krudtuglerne, it is the market segment of Krudtuglerne this is about. The target group of Krudtuglerne is children in the ages of 0-14, who lives in the local area, and is interested in sports, football in particular. I believe the term local area plays a big part in this, as the Figu people in the local area, after all should have a closer relationship with AB, and thereby be more likely to fall in the category children with a green heart27, as this is the color of AB. I guess one can say that Krudtuglerne is directed at the 3rd step in Maslows hierarchy of needs. These include needs for belonging, love and affection. Maslow considered these needs to be less basic than physiological and security needs. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups.28 The above quotation explains very well what the 3rd step in the hierarchy is about, and it relates very well with what Krudtuglerne tries to create, a feeling of belonging, friendship and emotions, to end up with loving the club. At this very moment AB does not have a lot of information on the members of Krudtuglerne, except age, gender, name, address and the like. AB does not hold any preferences of the members, meaning they cannot completely tailor the service to their customers, which must be considered a weakness.
27 http://ab-krudtuglerne.dk/
28 http://psychology.about.com/od/theoriesofpersonality/a/hierarchyneeds.htm
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The Image The image AB wants to create is to be a top Danish football club, both on and off the field.29 If Vision 201030 succeeds, the relation between wanted image and actual image will get better. As AB is only located in 1. Division, they are not at the moment a part of the top Danish elite, but situated in the next layer. The image Krudtuglerne wants to achieve is to be a fun children fan club of AB, which is modern and have many fun activities and are able to provide great experiences for the kids. The Delivery System From my experience during the internship period at AB, I learned that being friendly and extrovert is very important. As AB is a service company, one of the most important factors is the human factor so to speak. How people behave, greet and welcome people, whether it being business, fans, kids or the like. Personal interaction is very important. This is why AB is always hiring people who are friendly and extrovert, to maintain the friendly tone in the office, stadium and during business meetings. The Culture and Philosophy The culture within the organization in AB is very informal and relaxed. Everyone is very open to help each other out. Without having any sources, my experience taught me the idea in AB is; with teamwork you get the farthest. The philosophy in AB is they try to be creative, in the front and offensive, both on and of the football field.31 The hard work put into getting sponsors/partners, demand an offensive philosophy, which is why I believe this is a need for a company as AB. I many aspects it can be considered a push strategy, trying to push AB out to the public.
29 http://www.ab-fodbold.dk/ab-partnere/at-vaere-partner-i-ab.aspx
30 http://www.ab-fodbold.dk/ab-as/vision-2010.aspx
31 http://www.ab-fodbold.dk/ab-partnere/at-vaere-partner-i-ab.aspx
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Conclusion
To take it step by step, the service concept is to provide a high level of football, which makes a great base for creating a children fan club. But as AB is only playing in the 1. Division the base for a children fan club is not as strong, and thereby the idea is a little out of proportions Id say. Another downturn for AB is the fact that they do not know a lot about the customers, as the database only tells facts, such as age and name of the members, not preferences or favorite players, activities or the like. AB is right now playing in the 1. Division, which do not harmonize well with their wanted image, of being a top football club in Denmark. But when/if they achieve Vision 2010, this would enhance the actual image a lot. What on the other hand works in the favor of AB and Krudtuglerne, are the people working in the company. Here I am not referring to the players, but to the employees, doing the administration, sales and the like. The tone in the office and the way people gets welcomed in the reception is outstanding and informal. One feel appreciated and important. The last factor in this chapter is the philosophy and culture in AB. They are working hard to achieve Vision 2010, and are working with an offensive and creative attitude sort of a push strategy. To answer the question from the beginning of the chapter, I believe the internal factors are mainly working against Krudtuglerne. The lack of information on members and potential members, their preferences and likes/dislikes, the fact that AB are not at the very moment playing in the best league in Denmark are weaknesses in my opinion. However there are factors working in favor of Krudtuglerne, the culture and the atmosphere of AB is outstanding, both friendly, informal and extrovert.
Financial analysis of AB
The financial situation of AB is always important. To see how it influences Krudtuglerne, is it strength or is it to be considered as a weakness? The subquestion answered in this chapter is the following: What is the financial situation of AB?
Financial analysis
As the annual report of 2009 was not yet done when this analysis was performed, I have based everything in this chapter and made all calculations from the numbers of the annual report of 200832.
32 See enclosure AB Annual Report 2008
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Tabl
AB is compared to competitors a small football club in Denmark. The financial situation is an important factor when analyzing internal aspects influencing the decisions of a company and product strategy. Here are some of the key factors, margins and ratios of AB. Looking at Table 1 we can see the turnover is approx. 8 million DKK. This seems relatively positive, but compared with the expenses, such as wages and other fixed costs; the 8 million in turnover is not nearly enough. When all costs, interests and taxes are paid, the profit is negative with -688.000 DKK. The major problem with ABs financial situation is the wages, at least when compared to the turnover. But why are the wages this high then? Well, Vision 201033 is the main reason, I believe. When the goal is to win the promotion to SAS Ligaen, they need the best players available, and the best players often are the most expensive, which in turn equals very high wages, compared to turnover. What this means is, that AB on purpose is running an unhealthy financial situation, to reach their goal. But as the old author Frederick B. Wilcox says: Progress always involves risks. You can't steal second base and keep your foot on first34. Though the quote seems to be about baseball, it fit great with ABs situation. Taking risks to achieve progress is a part of the game. Now back to the analysis. Looking at the ratios in the bottom of Table 1, we can see that of those, show negative figures, which obviously is a bad
33 http://www.ab-fodbold.dk/ab-as/vision-2010.aspx
34 http://www.famous-quotes-and-quotations.com/frederick_b_wilcox.html
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sign. The Return On Assets (ROA) is negative with 5,10 percent. This means the profitability of AB in relation to their assets is - 5,10 percent. The Return On Sales (ROS) figure is negative as well with - 5,98 percent. This tells us how good AB is at generating profit from their turnover. Then onto the Asset Turnover A/T, a bright spot of ABs finance. The A/T tells us the ability of generating turnover from the assets, this AB does relatively well. That is though common for companies with low or bad ROS. The last ratio is the Return On Equity, which is negative with -117,47 percent. This is very much due to the super low equity of AB. The equity of AB has decreased with approx 700.000 DKK since 2007. Last part I want to look at, regarding the financial situation of AB is the debt. Looking at the short term debt, and the development from 2007-2008, it has increased with nearly 3,5 million DKK, and overall increase with approx. 50%.
Conclusion
All in all ABs economy is very unhealthy, and if AB do not manage to achieve the goals set in Vision 2010, they will need to take a serious look at the economy, and most likely let some of the employees (players) go, and hence find another company structure, to rebuild their financial situation. The increasing debt and decreasing equity is often sign of a bad economy. It is the high employee cost, which contributes to the negative economy; at least when seen in relation to the overall turnover, they produce. The financial situation of AB contributes as a weakness to the actual internal situation of AB and Krudtuglerne.
Macro environment analysis

The analysis of the macro environment has the objective, to answer the subquestion: How does the macro environment influence the product, Krudtuglerne? When performing an analysis of the macro environment, it is obvious to make a PEST analysis. PEST is an abbreviation of four factors combined, Political & legislation, Economic & demographic, Sociocultural and the last Technological & environmental. With this in mind, I will go through the four points rather chronological, starting out with the political and legislation factors.
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PEST analysis
Political and legislation factors The first question that pops to mind is, Are there any political factors influencing the product and the marketing of Krudtuglerne? The very short answer is, yes there are, but which, is what I will try to analyze in this section. As the product, Krudtuglerne, is a service for kids, it is only natural to study the Danish Marketing Practices Act35, and look at the section about marketing towards Children and young people. The section states: Section 8(1) requires businesses targeting this age group to take special care not to exploit the natural credulity of children and young people, and their lack of experience and critical sense which makes them very susceptible to influence. 36 As Krudtuglerne is neither unhealthy nor dangerous, this might not seem as the most obvious obstacle; however this is still an item worth considering, as our target group is youngsters in the age of 0-14. The next section I looked at and found, not to be an obstacle, but more of interesting and worth remembering, is The principle of good marketing practice, which simply states: Section 1. Traders subject to this Act shall exercise good marketing practice with reference to consumers, other traders and public interests. (2) Marketing in respect of consumers economic interests may not be designed to significantly distort their economic behaviour.37
35 http://www.consumerombudsman.dk/Regulatory-framework/Danish-Marketing-PracticesAct
36 http://www.consumerombudsman.dk/Regulatory-framework/Danish-Marketing-PracticesAct/cyp
37 http://www.consumerombudsman.dk/Regulatory-framework/Danish-Marketing-PracticesAct/marketingpractisesact#1
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What is good marketing practice then? Well, to simplify it, good marketing practice is, when ones marketing activities are legal, truthful and honest. Besides this, one may not speak badly about other companies/competitors or make profit from rivaling slogans. When performing the P of a PEST analysis, there are many other items to take into consideration, such as the stability of political environment, political views on religion and culture etc. These things, however, is not really important to ABs product, Krudtuglerne. I believe these items are more interesting when analyzing which country and market to enter. For now this is already, more or less, set in stone. AB is not interesting for many people outside the Danish borders, therefore I find those other items relatively worthless to analyze. To round the first point of the PEST analyses, I get to the town hall of Gladsaxe, which is where the employees of Gladsaxe Municipality work. AB has connections to these employees, and they are more than willing to help out, if possible. This is a great strength for AB, for example when targeting the schools and the like, going through those employees, who the schools has as contact persons, seems more credible for AB, as many maybe would classify the mail from AB as junk or spam mail and thereby delete it right away, without having read it.
Economical and demographic factors First off, I will look at the demographic trends in the Danish society and more specifically in the local area of AB, Gladsaxe. In 2005 there were 62.007 inhabitants in Gladsaxe, of which 21.6% was of the age 16 or younger. In 2010 there were 64.102 inhabitants in Gladsaxe, of which 21.7% is of the age 16 or younger.38 As I cannot find any search engine, where I can get the data for the age of 14 and below, I will assume the numbers above are equally distributed at every
38 http://www.noegletal.dk/noegletal/servlet/nctrlman.aReqManager
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age step. After having done some smaller calculations, I get the number of potential members of Krudtuglerne to be, 10.637 in 2010, compared with 10242 in 2005. This harmonizes well with the numbers I found of entire Denmark. This shows a growth in the overall Danish population of 100.000 from 2005-200939, even though the Danish fertility rate is under the world average. So from what we can see here, the demographic trend is an opportunity for AB, as the number of children is increasing and not decreasing. This can show to be very important in the future, whether the number of children will continue to increase or if it will get into a negative development. The more people who are in a given target group, the better the base of doing business, if the target group is specified correctly that is. Lets move on to the Danish economy. As we all are very familiar with, we are now in a financial crisis, which means the Danish economy in the past few years has gone through a negative period. To be more precise the Danish GDP has gone into a downturn in the past 2 years, from 364.504 DKK millions in the 4th quarter of 2007 to 340.898 DKK millions in the 4th quarter of 200940. To look at the development of the GDP in a graphic way, I have plotted the information into a graph: Looking at the graph we can see the Danish economy were in growth, before the financial crisis kicked in. This can off course show to be an obstacle for AB in the short run, as people will have less money at hand. In the long run I dont think it will have too much of an influence. As Figur we can see in 2009 at the graph, the Danish economy seems to be going into a recovery. According to Global Finance, the Danish GDP is expected to grow by 0.9 % in 201041. This harmonizes with my previous statement, Danish economy is
39 http://www.statistikbanken.dk/statbank5a/default.asp?w=1680
40 http://www.statistikbanken.dk/NATK01 - Choose Bruttonationalprodukt - Ssonkorrigeret 200-priser kdede vrdier Choose the quarters needed. This goes for the graph as well.
41 http://www.gfmag.com/gdp-data-country-reports/285-denmark-gdp-country-report.html
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bouncing back. With only a 0.9 % growth, it seems to take some years, before the Danish economy is back to the previous peak in the 4th quarter of 2007. Another factor that is very connected to the health of the economy is the unemployment rate. If people dont have a job, the Danish GDP will continue to either decrease or stagnate, and the private consumption will to, meaning the public might not have the money required to invest in a membership of Krudtuglerne. A rule of thumb, as the economy (GDP in this analysis) is experiencing a negative development, the rate of unemployment will increase. Figu combined. Lets have a look at how these two factors are As we can see the number of unemployed people in the age of 25-49 declined from 2007 to 2008. That particular age group was chosen as a result of the questionnaire responds, as only 17 of the 230 respondents were of the age 51+. Looking at the previous mentioned, rule of thumb, this does not make sense. On the other hand, looking at Figure 1 again, might explain this. The financial crisis did not hit Denmark until after the 2nd quarter in 2008. From there on and all 2009 the crisis dramatically increased the unemployment, as we can see the figure42. As previously stated, if people (parents) are unemployed, they might not have the money to buy a membership of Krudtuglerne. This might not seem very important for our service, but I do believe it is. The product costs 250 DKK (at this time) and is not as such really expensive, but as the old proverb says Little strokes fell great oaks. When people are experiencing financial hard times, the first costs to be cut, are the ones spend on leisure. Sociocultural factors: As Krudtuglerne is about team spirit and fan culture, the religion is not important for the macro analysis. What can show to be important, and an opportunity for AB, is the increasing willingness of Danish people to donate to charity. According to Berlingske, Danes have in the year of 2007 donated 1,7 billion DKK. Compared to 2003, this is an increase of about 50%43. As I could not find more recent numbers, my estimate is that the trend has declined a little. This does not mean Danes are getting greedier; but simply,
42 The numbers in Figure 2 is found at: http://www.statistikbanken.dk/auaar01 - Choose: Hele landet I alt 25-49 r I alt 2007-2009.
43 http://www.berlingske.dk/danmark/danskerne-giver-rekord-meget-til-velgoerenhed
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do not have the extra money, to be this generous. As this is still very relevant, even with the lesser money on hand, this could show to be an opportunity for AB, because they have this year made a partnership deal with Diabetesforeningen. As the most popular sport in Denmark is football, measured in number of players44, it is of my conviction, that it is also the sport in Denmark, which gets the most interest and media coverage. This is something AB should be able to make use of, as an advantage, not over other children fan clubs, but an advantage over other activities parents could spend the membershipmoney on. The football fan culture in Denmark is experiencing good times. By good times I mean, more people on the stadium. The next numbers I will present is from the best Danish football league. In the season 2005/2006 the average number of spectators at a football match was 7957, in the season 2006/2007 the number had increased to 8107, just to increase again in the next season to 8498, to finally in the season 2008/2009 peak at 881545. This shows that more and more Danes are going to the stadium, to watch football. This again is a great opportunity for AB, as it shows the increasing interest in Danish football. There are many other factors that normally are very relevant under the Sociocultural tab, when carrying out a PEST analysis. Many of those factors seem relatively indifferent in this case. As previously mentioned, religion is not very relevant, neither is the possible language barrier or the educational level. The product, Krudtuglerne, is a service that is open for every family, no matter race, hair color or religion. Technological and environmental factors The technology makes everything easier and smoother for AB, when dealing with Krudtuglerne. The internet offers potential customers an easier way to
44 http://www.um.dk/publikationer/um/english/factsheetdenmark/sport/html/chapter01.htm
45 http://www.danskfodbold.com/tilskuere.php?ligaid=2001&seasonid=2009 Numbers calculated for each season
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buy a membership, than previous. Previously, before Krudtuglerne got their own website, customers would have to show up at the stadium in person, and pay with cash, to obtain a membership. Compared to other children fan clubs, this is not as such an opportunity, but more of a neutralization of a threat/weakness. Although the internet has been around for years by now, Krudtuglerne got their own website summer 2009. As AB uses a system provided by MCB A/S and A-Tex Promotion, I believe they obtain a small competitive advantage, with the multiple possibilities, the website offers. Some of the applications on the website are as follows: SMS service, calendar, gallery and blogs. With all this in mind, the website is more interactive, rather than just informational, thus creates a community within Krudtuglerne. As phenomena such as Facebook and MySpace, gets a part of almost every kids normal day, it provides an easier way for AB and Krudtuglerne to get to the public. This is off course equal for all, who offers a service in the same industry, but I still see it as an opportunity, as it is a clear advantage, compared to the good old days. When having talked Facebook and SMS services, it naturally leads us to the cell phone technology. With almost every cell phone having internet now a days, it means that the website is not ever more than a few clicks away, thus always at hand. CRM systems46 are also an abbreviation that is getting more and more popular. It provides the company with the possibility to see more information about customers, thus being able to provide better service. It can contain information on previous purchases, any preferences the customer might have etc. CRM systems are just software, and there is plenty of other software that can contribute to Krudtuglerne or the marketing of Krudtuglerne, as well. Conclusion So lets recap the question again: How does the macro environment influence the product, Krudtuglerne? Did I succeed in answering this relatively broad question? First off I found out that there are restrictions, when dealing with advertising towards kids. This simply states, the company is not allowed to make use of the fact that children are young, and thereby easy to influence, due to their
46 CRM Customer Relationship Management. The most well known might be Salesforce and SAP.
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lack of experience. Besides this every company is expected to perform good marketing practice (explained further up). The last thing I found was the willingness to help, from Gladsaxe Municipality, is great, and offers a great competitive advantage, in the process of reaching the public. Second part was about the economy. Nothing surprising here, the Danish economy is experiencing a recession, due to the global financial crisis. Before that though, the Danish economy was very healthy. Looking at the GDP per inhabitant in 2004 the Danish economy was rated 15.147 above the general Eurozone, using the PPS48 system. I also found that as expected, the unemployment increased greatly, as the GDP decreased. Under the sociocultural part, I found the Danish willingness to donate money to charity is indeed generous. As Krudtuglerne has Diabetesforeningen as a business partner, this is an oppoirtunity. Other than that, football is the most popular sport in Denmark, opening an opportunity to generate fans, compared to other sports fan clubs. During the technological research, I found many factors to improve the service for Krudtuglerne. To name a few, CRM systems, Krudtuglernes website, Facebook and MySpace. These all makes it easier to reach the public, and creates an opportunity of an increased service. To make a long story short, there are both pros and cons in the Danish macro environment, in relation to Krudtuglerne. I believe the pros and cons to be of more or less similar value, and thereby the macro environment counts neither as a negative nor positive factor.
47 http://www.eu-oplysningen.dk/fakta/tal/BNPcapita/
48 PPS Purchasing Power Standard, an artificial currency, used to make the different currencies comparable.
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Competitor analysis
Industry type
The industry type can be of interesting knowledge, when trying to promote a product. We all know the different industry types, such as, Pure Monopoly, Oligopoly, Monopolistic Competition and Pure Competition. But the question is, which of these industry types is AB dealing with, when talking about the Krudtugle-product or service? When looking at Zealand, there are 2 main competitors that come to mind, De Unge Lver - Children fan club of FCK, and Brndby Kids49 - Children fan club of Brndby IF. Besides these two large competitors, Tigerklubben50 Children fan club of FCN and Blue Vikings Fan club of Lyngby BK (both adults and children), also plays a role. Taken these 4 competitors into consideration, I would say the industry type is a mix of 3 arch types, monopolistic competition, oligopoly and monopoly. Let me explain, monopolistic competition is because these 5 fan clubs (Krudtuglerne incl.) are different, they do offer the same service, but with different benefits, prices and concept. Looking at oligopoly and monopoly, this is because there is not many children fan clubs, but FCK and Brndby holds by far the largest amount of fans, making it going from oligopoly towards monopoly. When looking at Denmark as a whole, there are of course many other children fan clubs, and children clubs in general, though I would still think the industry type is a mix of the 3 previously mentioned arch types.
49 http://brondby.com/kids/
50 http://www.fcn.dk/script/site/page.asp?artid=103&cat_id=139
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Direct competition51
When looking at the direct competition, meaning other children fan clubs, the 2 previously mentioned, De Unge Lver and Brndby Kids, are by far the biggest threat. According to www.fairfans.dk FCK has the biggest fan club in Denmark, with about 21.000 fans.52 Why is it so? ABs Ronny Saul gave his idea, as to why FCK and Brndby are so popular: People want to be on the winning team, so it is an easy choice.53 What does he mean by this? Up through the 90s and 00s FCK and Brndby IF (BIF) have been the 2 most successful teams in Denmark54. A bonus to this is also the surrounding area of both teams (companies), as they are both located in the biggest city in Denmark, Copenhagen. Lets have a look at the financial situation of both FCK and BIF, compared to the situation of AB. I will look at the same points I did, when analyzing the internal financial situation of AB.
51 All numbers in the comming chapter is taken from 3 annual reports: FCK annual report 2008 - http://parken.dk/Images/pdf/aar2008.pdf BIF annual report 2008 - http://brondby.com/upload/biffile_c8ezzvtz1s6l1grhjpb0_50423.pdf AB annual report 2008 See enclosure: AB annual report 2008 52 http://fairfans.dk/klub.html - This is of course not only kids. 53 http://www.tipsbladet.dk/nyhed/danmark/ab-direktoer-fansene-holder-med-fck-og-bif -
translated from Danish to English
54 http://www.dbu.dk/page.aspx?id=690
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Tabl
Having a look at the table, we can quickly conclude, that both FCK and BIF looks much stronger. The first thing that pops to mind is the very large turnover of FCK, compared to AB and Brndby. This is mainly because FCK is only a part of a bigger concern, Parken Sport & Entertainment (PSE). Part of PSE is also Lalandia and Fitness.dk. With this, much larger business platform, FCK is bound to make a higher turnover. Actually it is not only the turnover, but more or less every aspect of the financial situation that is on a larger scale than the ones of AB and Brndby. FCK or PSE is also generating profit in 2008, as the only one of the 3 companies. Looking at the turnover and profit (loss) of the 3 companies, or especially AB and Brndby, AB had the lowest deficit in 2008. But as Brndby is a much bigger business than AB, it has more money, and thereby better suited to deal with the deficit. Which brings me to the equity of the 3 clubs/companies, as previously mentioned ABs equity is very low. Looking at BIF, its equity is almost 1.000 times bigger, and FCKs even larger. This is a major strength for BIF and FCK, they have much more money at their disposal, and thereby larger budgets. In rough terms, the ratios show the profitability of a company. The Return On Assets (ROA), is the ability to turn assets into profit, here AB is by far the worst, and FCK is the only of the 3 with a positive ROA. The Return On Sales (ROS), is the ability to turn sales into profit, also here FCK is by far the strongest and AB the weakest. The asset turnover (A/T) is the companys ability to generate turnover from assets, this is on the other hand, a strength of AB compared to the 2 competitors. As previously mentioned, BIF and FCK is much larger companies, which can explain the high A/T of AB. The last ratio in Table 1, is the Return On Equity, or the ability to generate profit from the equity of a company. FCK once again comes out on top here with a strong 32 Jonas Haahr Andersen
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30%. BIF is only negative with -2,19% which is of course a deficit, but due to their relatively high equity, they can as I said earlier, deal with it. In relation to the stronger economy of FCK and BIF, is also the facilities. They have much better facilities, bigger stadiums and the like, which when talking about children can show as a major strength. About facilities can be mentioned that at AB, we have 1 football table, where in PARKEN they have 8 consoles55, for the kids to play. At Brndby Stadium they got a Wii console, XBox and more things56. To end this chapter, a last thing worth mentioning, is the fact that even though one of FCKs strengths is, they are part of PSE, this can also show to be an obstacle in the future. If Fitness.dk and Lalandia starts to generate deficit instead of profit, it might take away the focus from FCK and money from the football. As I used the annual report of 2008, the financial crisis has certainly kicked in afterwards, leaving PSE in a much worse situation than in 2008, with a massive deficit57. As I have spent the last page talking about finances, this leads me to another strength of both FCK and BIF, the brand value and brand recognition. I believe, the better established a brand is, the more likely people are to become fans.
Indirect competition
The indirect competition is more or less anything parents can spend money on, in order to give their child an experience. That is a major industry and far too big to analyse, therefore I will focus this indirect competition on other children clubs. When talking about other children clubs there are several kinds of clubs, most of which has nothing to do with sports. A few types are worth
55 http://www.fck.dk/fanzone/familietribunen/kampdag/ 56 http://brondby.com/kids/artikel.asp?id=721&mid=27 57 http://borsen.dk/investor/nyhed/170600/
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mentioning, such as, traffic clubs and book clubs, which after some browsing, seems to be the most popular types58. The children traffic clubs can show to be a competitor, as it both delivers experiences and educates the kids, of traffic clubs can the Falck Children club59 be mentioned. I even remember being part of this when I was a kid, back in the day. Of book clubs I do not believe there are any major ones, but many smaller ones. The book clubs can also show to be an obstacle, though maybe not as large a competitor as the Falck Children club.
Conclusion
After having looked at the competition, I do believe De Unge Lver and Brndby Kids are the 2 major competitors. FCK and BIF have the same strengths, their economy, their size and their already established fan base, not to forget the brand value and recognition. Even though FCK is stronger in every aspect, BIF is a major competitor. The fact that FCK is part of PSE, is both a strength and a weakness, in profitable times, having other major business is a major strength, however in time of financial crisis, the risk PSE took by buying Lalandia and Fitness.dk, is not looking too bright. The last strength worth mentioning is the facilities that both Brndby and FCK are in possession of, bigger stadiums, playing consoles and much more. The indirect competition is not too great, the Falck club and the book clubs are of course competitors, although I would consider them of much lesser value than the direct competition.
58 http://www.mor-far.dk/forum/showthread.php?t=11199 59 http://webshop.falck.com/privat/Falck-Borne-klub
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Target group
Earlier in the PEST analysis, I talked about the Danish populations and the demographics; here I will go a bit more into details with the already set target group of Krudtuglerne. The sub-question this chapter will answer is the following: Who are the target group, how do their demographics look, what is the market size, what is their motivation and expectations in relation to Krudtuglerne, and how is their buying process and behavior?
7 O Framework
To answer the question about, how our target group behaves, what they buy, who makes the decisions (the buying centre) etc. I will make a buying behaviour analysis. To aid me in my analysis I will make use of the 7 O Framework. The 7 O Framework consists of 7 Os, obviously. They are as follows: Occupants, objects (which is left out, due to not being important), objectives, organization, operation, occasions and outlets. I will go through those, in the order I just mentioned them in. Occupants As I wrote in the scope, Krudtuglerne is in the BtC market, the target group is as previously stated children in the age of 0-14 (14 included), who is ruling for AB.60 To make it more specific, the target group I was told to focus on, during my internship, was the local area. The local area should in theory have a closer relationship/affinity with AB, as it is the local team, with local area is meant, Gladsaxe, Sborg, Buddinge and the like. As written in the demographics part of the PEST, the number of kids in Gladsaxe has increased slightly, making the target group a little larger. Though the target group is aged from 0-14, it is their parents who pay for the membership. When looking at the disposable income of Danes, and the
60 http://ab-krudtuglerne.dk/blivmedlem.asp
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development it has gone through, in the last 8-10 years, it has increased significantly, at least before the financial crisis kicked in and the recession started. In 2000 81.1 % of the Danish population had an annual disposable income of 15.000 US$, where in 2008 92,5% of the Danish population had achieved this annual disposable income61. As said before, I do know these numbers was before the financial crisis really kicked in. Objectives Looking at the questionnaire and the respondents, this pivot table shows the relation between those who think a children fan club is a good idea, and what is most important for them, when choosing which one their kids should
Tabl
join, if any. According to the respondents the highest motivation, and most important factor when joining a children fan club, is which club it is attached to or a part of. About half the respondents see the club as the most important factor. Also half the respondents with a positive attitude see the club as the most important. The 2nd most important factor is the kind of events arranged for the children in the children fan club. I dont believe any of the so called social buying motives fits the real buying motive of the target group. I am convinced that the main reason for choosing which children fan club to join, if any, is emotions. The club one is ruling for is the club he/she would join. However the Band-Wagon effect might have a say here, as children wants to fit in. You might recall the unending amount of times your child have said the words but everyone else are allowed or the like, a phrase that in my opinion shows that kids want to fit in.
61 http://www.portal.euromonitor.com/Portal/ResultsList.aspx
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Organization I am convinced the initiator, when purchasing this service, often is the child itself. He/she gets informed about the children fan club of his/her favorite team, and then directs the wish of joining to the parents. This leads me to the influencer. As said earlier, children wants to fit in, and as said in The marketing practices act62, children are easy influence able. This means I believe the environment those children are in, are the main influences to the end decision. This is other kids in the school/institution and maybe even the family at home. According to the respondents of the questionnaire it is in 72% of the responds the parents together or the kid and the parents together who the deciders are. Only 5% answers that the child makes the decision. This leads us to the purchaser of the product. I assume the purchaser of the service in by far the majority of the cases is the parents, whereas the user, quite obviously, is the child. Operation The operation is very simple. It is a service with a low involvement, meaning it is more of a buy and try product, than a search and buy. The behavior type is a mix between consideration and impulsiveness. Again this is a relatively different service, and cannot be considered a habit purchase, as customers only pay once a year. Another word one can combine the purchase with, is variety seeking. A variety seeking product is a product with a low involvement and high perception of difference. I do believe the difference between different the children fan clubs is relatively large. Of course they are all fan clubs of a football club, but the activities and atmosphere is very different.
62 http://www.consumerombudsman.dk/Regulatory-framework/Danish-Marketing-PracticesAct/cyp
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Occasions To see when the customers are most likely to buy a membership, I have looked at the current members list of Krudtuglerne. This of course is not the very truth, as marketing, current season ups and downs and the like, have influenced the result, but here it goes nonetheless. As Krudtuglerne was established in the late summer/beginning fall 2009, this is where the survey started. As we can see in the fall 2009, 18 new members joined Krudtuglerne. During winter 4 new members joined and during spring 2010, 15 new members have joined Krudtuglerne63. This to me shows that people are most likely to purchase a membership in the fall or in the spring. This also makes sense, as this is when the season is the most active, and the majority of the games are played. Outlets The market only has 3 ways of subscribing to Krudtuglerne, through the internet, at the reception at the stadium and at match days on the stadium. Of these 3 methods of subscribing, I assume the most commonly used is through the internet, as that is the easiest and fastest method. It is accessible from home, and only takes a few minutes.
Conclusion
The answer to the sub-question hereby follows:
63 See enclosure: Members list
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Who are the target group, how do their demographics look, what is the market size, what is their motivation and expectations in relation to Krudtuglerne, and how is their buying process and behavior? The target group is children in the age of 0-14, with 14 included. Their demographics in the Gladsaxe area, is positive, seen with the eyes of Krudtuglerne, as a few more children has come, over the past few years. The market size is growing, as part of the demographic trend. Comparing this to the overall demographic trend in Denmark, which has a fertility rate under 2, which is the world average64, this is odd, but an opportunity for AB. The reason this might be the immigration, as many of Gladsaxes inhabitants are of ethnic provenance. The disposable income of the parents has increased over the last years, although this was before the financial crisis kicked in, and the recession started. About 50 % of the parents who answered the questionnaire, answered that they saw the club to be the most important aspect, when choosing a children fan club. This is an obstacle to AB, due to their actual image and position. It is important to make the marketing versatile, so the parents can relate to it as well, as almost every parent answered that, either the parents made the decision or they all did together, when the decision of entering a children fan club was made. How is the buying process of the (potential) customers then? Well as the product is a low involvement product, it is a mix between consideration and impulsiveness, as one still think about the club, which was most important, before buying a membership. However impulsiveness, because one might go the stadium one day, and walk home with a happy child, with a membership. The customers are most likely to buy the product during fall or spring, which makes perfect sense, as this is where the season is ongoing.
SWOT
To sum up this previous analysis, both internal and external, I will sum it up in this SWOT analysis, showing the strengths, weaknesses, opportunities and threats, AB have and will come across.
64 http://www.britannica.com/EBchecked/topic/157748/Denmark/33915/Demographic-trends
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Strengths
Great organization and service minded employees If Vision 2010 is achieved Weak fan base Actual image does not fit with wanted image Lack of CRM system Bad financial situation If Vision 2010 is not achieved Danish will to donate money to charity Football being the most popular sport in Denmark65 The increasing use of public forums (Facebook) Marketing law and regulations Danish economy recession Large and strong competitors
Weaknesses
Opportunities
Threats
TOWS / Issue analysis

Strengths and Opportunities strategy
If Vision 2010 succeeds AB can use this as a ground pillar to build a younger fan base upon. With the increasing popularity of football in Denmark, AB can make use of this, if they are to achieve promotion to the best Danish league. If AB used their partnership with Diabetesforeningen better, by better communication to the public from the organization within AB, they could benefit from this, as the Danish population are very happy to donate money
65 http://www.um.dk/publikationer/um/english/factsheetdenmark/sport/html/chapter01.htm
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to charity. By doing this AB would also create a bigger awareness about them, which in turn might lead to a bigger fan base.
Weaknesses to Strengths
Again if Vision 2010 succeeds AB would enhance their image greatly, as they were then playing in the best league. And as mentioned earlier, people want to be on the winning team66. A promotion would also mean a great deal for the financial situation of AB. The money in the best Danish league is better than in 1st division67. If AB purchased a CRM system for Krudtuglerne, this would open an opportunity for AB to provide better service to the members of Krudtuglerne. In turn this might lead to new members, by mouth to mouth marketing.
Threats to Opportunities
It is hard to see how AB should turn these threats into opportunities. The only thing to see is, if AB achieves Vision 2010, they would automatically become a more popular club and people would be more interested in the club. This would in turn, not eliminate, but at least decrease the threat from the largest competitors.
Marketing plan
Objectives
The objective of Krudtuglerne is to establish a future fan base for AB, to generate loyal fans with a strong feeling towards AB. The children fan club is not supposed to generate a profit, however a small deficit would be considered OK, as this should change into profit in the long run, when AB fans buy merchandise, attend matches etc. The main question this marketing plan should answer is: How should AB market Krudtuglerne, to increase the number of members by at least 300 before June 30th 2011?
66 http://www.tipsbladet.dk/nyhed/danmark/ab-direktoer-fansene-holder-med-fck-og-bif 67 http://www.bold.dk/nyt/SAS-Liga-nedrykning-koster-10-20-mio-kr - News about the money loss if a team relegates
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The way Krudtuglerne wants to achieve this is through good experiences, great service and good football. In my first interview with Ronny Saul, he told me that studies showed, that the team children cheer for when they are under the age of 14, is very likely to be the team they cheer for as adults. As this is the idea behind Krudtuglerne, this is a long term investment, that most likely wont show as profit for another 10-15 years, or so (my own estimate). The marketing plan is planned to take its starting point in the summer of 2010.
Strategy 7 Ps
If the above objectives are to succeed, AB has a lot of work in front of them. Getting the attention of kids and their parents is not easy, with all the other services provided, direct and indirect competition. To help me making this a success, I will make use of the Marketing Mix, actually the Service/Extended Marketing Mix, also known as the 7 Ps. The 7 Ps are as follows: Product, Price, Place, Promotion, People, Process and in the end, Physical Evidence.
Product The product objective is to create a higher interest in ABs Krudtugler, mainly from young people under the age of 14 before June 30th 2011. This can be measured on numbers of hits on Krudtuglernes website, and to some extent the hits on ABs website and hopefully increasing number of members in Krudtuglerne. What product strategy should AB use, in relation to Krudtuglerne? As earlier mentioned the main product of Krudtuglerne is a children fan club with benefits and the possibility to watch good football. As Krudtuglerne only just started last spring (2009) looking at the product life cycle (PLC) it is in the introduction phase. As the Boston Consulting Group model (BCG) is closely related to the PLC, I would say that in this model the service is somewhere between the dogs and the question marks, as it has a relatively low growth, with 37 members as of may 20th 201068, but in a medium market. So after a little introduction to the service, one might wonder, why is it named Krudtuglerne? Simple, ABs logo and mascot is an owl (ugle in Danish)
68 See enclosure Members List
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and in Danish Krudtugler means something like a very energetic and outgoing person (child)69, the name was pretty straight forward. What is the product strategy then? Looking at Porters Generic Strategies, Krudtuglerne is using the focus strategy, focusing on differentiation. This is because there are not many direct competitors, so the market is narrow and I believe the product is relatively unique, compared to those already on the market. The actual product of Krudtuglerne is a membership in ABs children fan club. However the augmented product is so much more. Free entrance to all AB home matches, presents at birthdays and at Christmas, members card, a website login with access to the entire website, possibility to meet the players, possibility to become match mascot and run with the players onto the field. In addition to this, there are many, many competitions throughout the year, for all the members to participate in and last but not least, events for members will be arranged. However, when analyzing the questionnaire, half of the respondents answered that the most important aspect of a children fan club is the club itself. It is not all the added stuff the membership gives, but the club70. But the 2nd most important aspect is the kind of events arranged in the children fan club. This means AB should put more work into making great experiences for the children. Having less but bigger events throughout the year might be an option. Events the kids will remember many years ahead. The product is as earlier mentioned in the analysis part of the rapport, directed at the 3rd step in Maslows hierarchy of needs Love/Belonging. Krudtuglerne should create friendship and a feeling of belonging for the child, thus creating a great atmosphere. I believe AB has to get hold of a CRM system for Krudtuglerne, to be able to collect data from the members, and thereby be able to create a better service, thus having a better product to sell. The better the product/service is, the more people get for their money, the better the mouth to mouth marketing will work. I am aware of this being an emotional product, at the same time I am convinced that mouth to mouth marketing about experiences, still works great.
69 http://ordnet.dk/ddo_en/dict?query=krudtugle 70 See enclosure Questionnaire responds
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As part of the creating the product identity the packaging is important. As this is a service, the amount of physical packaging is very limited. However those things that do come as a physical item, like members card and diploma, needs to send the right message. All the items comes with the same graffiti style font, same color(s) and with a picture of the same mascot, Max, who is the mascot for Krudtuglerne. These physical items need to send the message of being cool, but still with a very young touch to it, so the kids can relate to it. Price The pricing objective is to increase customer satisfaction, to make them aware of the value they get, for the relatively low amount of money spent. It is not an objective to create any competitive advantage in relation to price, as the prices for this type of service is already relatively low. The question this chapter is meant to answer is: What pricing strategy should AB use when determining the price of a membership at Krudtuglerne? As AB and Krudtuglerne are working together with A-Tex in this project, for every member AB gets A-Tex demands 200 DKK. This means that AB at least has to set the price to 200 DKK not to create a deficit for every member who joins the ranks of Krudtuglerne. The 200 kr. A-Tex demands, accounts for the presents to the member who joined, the maintaining and hosting of Krudtuglernes website71 and A-Tex work as consultants. As A-Tex is also the preferred provider of fan articles, they are justified to a turnover of at least 100.000 DKK, if this is not met; AB has to pay 20.000 DKK to A-Tex as coverage of expenditures72. However, these 100.000 DKK can come from other companies, as long as AB referred the companies to A-Tex. As I found when looking at the macro environment, the Danish economy is experiencing a recession, as the rest of the world (more or less) in this financial crisis. Up until the financial crisis started, Danes disposable income has increased significantly over the last years, until 200873. But to return to
71 www.ab-krudtuglerne.dk 72 See details in Enclosure A-Tex contract
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the crisis, during time like this, people tend to save money where they can, not to end in a too deep debt. Looking at the competitors the prices they are: FCK (De Unge Lver) = 95-120 DKK per year74 FCN (Tiger Klubben) = 150 DKK per year75 OB (Club Victor) = 229 DKK per year76 Falck children club = 274 DKK per year77 These prices do not include the same benefits as the ones in AB though, which is why AB does not want to compete on prices, but on value for money. I believe after having looked at the pricing model, and gone through it, that AB should use a combination of a pricing strategy based on value for money (customers needs) and one based on costs. Even though Krudtuglerne is not expected to generate profit, they are not expected to generate a big loss either. Looking at the current price of 250 DKK, I believe it is a bit too high. Even though AB should not compete on price, having such a high price might scare people away. OB (Club Victor) is also working together with A-Tex, and thereby paying 200 per member who join their club, still their price is at 229 DKK per year. As AB is only playing in the 1st Division, I believe it would be fair to have a price of 229 DKK per year, as in Club Victor. The reason for this
73 See 7 O Framework, Objectives 74 http://fckfc.dk/Default.aspx?ID=2890&GroupID=GROUP7 75 http://www.fcn.dk/vandret-menu/tigerklubben/bliv-medlem/ 76 http://clubvictor.dk/blivmedlem.asp?menuGuid=26029 77 http://webshop.falck.com/privat/Falck-Borne-klub
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is all the different bonuses (augmented product) the members of Krudtuglerne get in comparison with those of OB. Looking at pricing tactics, I am convinced that as the, in theory, easiest kids to reach are those already playing football in AB; there should be a special price for them. This is not to try and differentiate the children from one another, but merely because all kids currently playing in AB, already has free access to all ABs home matches. I dont know if it can be called Discounting for Channel Members78 or not, but offering them this discount, should be a possible way to create loyal fans from own ranks. Place The distribution objective is to make the service available when and where our (potential) customers might want it. Which distribution strategy should AB use when selling memberships of Krudtuglerne, to the target group? With this is mind lets have a look at the market and how it influences the distribution. As already established a number of times, AB has some large competitors FCK and BIF, and some smaller ones, FCN, other SASLiga clubs and Falck. This means even though this is a relatively small market, there are many out there for the little bite of the cake. As AB is not the first choice of many of the kids in the set target group, AB has to use a push strategy, to push their service out to the public. Then looking at the distribution strategy, the first aspect to consider is, how many channel levels should there be. In the case of Krudtuglerne, 3 levels are wanted. As AB is partnering with A-Tex on this project, they act as the third level. This also answers the question, sell directly or indirectly? The answer here is, that AB sells indirectly, as A-Tex helps complete the transaction. A-Tex do not help with the selling or the like, they simple stand in the shadows, and make sure all the administrative works, produces the presents, distribute them and so on. A-Tex and AB works together in the distribution channel, and thereby make an interrelated system. Which system are we talking about then? I believe they have formed a conventional marketing system, they work together to reach the same goal, which is a better service, or as previously said 79, they work to increase value for money.
78 Solomon, Marketing real people, real choices; 5th edition, page 357
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Then moving on to the last part of step 3 in distribution planning, should AB choose intensive, exclusive or selective distribution? Well, as there only are 3 ways of purchasing a membership, I would say that AB uses a mix between Intensive and Selective distribution. This is because with only 3 ways of purchasing a membership, AB seems selective, where they on the other hand uses all their possibilities of selling memberships, without outsourcing it, and thereby adding another level to the distribution, makes it Intensive. The last part of the distribution planning is to develop distribution tactics. As mentioned above, AB has three ways of joining the ranks of Krudtuglerne. Those three ways are: In the reception, filling out a formula and paying cash (or with a payment card), another way is through the internet, sit at home, enter Krudtuglernes site and everything can be carried out there, taking about 2 minutes. The final way to purchase a membership is to buy it at the stadium on match days, either by paying cash or through internet. This means the 3rd option is a mixture between the first two.
Promotion When talking about promotion, the 5-steps communication model is the first thing that pops to mind. Now it is more important than ever before, to make use of IMC (Integrated Marketing Communication)80. The IMC makes sure there is something in the different communication channels and ads that can be combined to one another, making sure there is a relation inbetween. The Steps in the IMC Plan (5-steps communication model)81 are: Identify the Target Audiences, Establish the Communication Objectives, Determine and Allocate the Marketing Communication Budget, Design the Promotion Mix and last but not least step 5, Evaluate the Effectiveness of the Communication Program. I will go through these one at a time.
79 See Price strategy page 47 80 Solomon, Marketing real people, real choices, 5th edition page 387 81 Solomon, Marketing real people, real choices, 5th edition page 392
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The sub-question related to this specific topic is: Which promotion strategy should AB use when communicating Krudtuglerne, to the target group? Step 1 Identify the Target Audience From the responds of the questionnaire it is established that the buying centre in the vast majority are the parents together or the parents and the child together. As shown in the table here, 8582 out of 230 respondents Tab said that both the child and the parents decide. This means that is 1/3 of the cases, the initiator is also part of the buying centre/decider. In this case the target audience is often the target group as well, meaning children in the age of 0-14, therefore they should be the ones the marketing is mainly directed at.
Step 2 Establish the Communication Objectives As previously mentioned83 Krudtuglerne is a relatively new service, and therefore not everyone is aware of the product. From analyzing the Tabl questionnaire I found that 91 of the 230 respondents know what Krudtuglerne is, whereas 130 didnt know (see table). This leads me to the communication objective, creating awareness. Awareness and knowledge is very important for any business, also for Krudtuglerne. Therefore the objective in SMART term is: Increasing the awareness by 50% before June 30th 2011, meaning that if asking 230 randomly selected people in July 2011, a minimum of 137 people must be aware of Krudtuglerne and have some knowledge. Looking at the Hierarchy of Effects84, Krudtuglerne is in the very beginning. The hierarchy can be related to the overall objective of Krudtuglerne. Looking at the last step,
82 Table made from Enclosure Questionnaire responds 83 See Product strategy, page 46
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which is Loyalty, that is what Krudtuglerne hopefully should achieve as well, out in the future. Step 3 Determine and Allocate the Marketing Communication Budget The budget needs to be established, what kind of strategy should be used, how much money should be allocated etc? Before I start the making the budget, I want to establish, that the budget is made from the idea, that AB has to reach the objective of generating 300 new members before June 30th 2011. In the end it is then discussed if it is at all possible, with the financial resources AB has at their disposal. First when talking marketing communication budget, it is needed to figure out whether to use a Top-down budgeting technique or a Bottom-up budgeting technique85? In this question it is easy to find the answer, as this marketing plan is made for the purpose of reaching the objectives; a bottomup budgeting technique should be used. More specifically the objective-task method should be used. The objective-task method, is characterized by, establishing the objectives, figuring out what measures is needed to obtain these objectives, and then allocating the amount of money needed. As I previously mentioned a push strategy will be used86, though not in the conventional way. Normally, using a push strategy a company tries to push the product out to the retailers to create a need, but as AB does not make use of retailers in relation to Krudtuglerne, this is not the way it will be done. The idea is to try and get the word of the service out as many places as possible to create awareness and a buzz. Looking at the prices, for the ideas presented in step 4, we find the following:
84 Solomon, Marketing real people, real choices, 5th edition, page 393 85 For information on the budgeting techniques, see: Solomon, Marketing real people, real choices, 5th edition, page 394 86 See Place strategy, page 49
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Worth mentioning about the prices is, that they are not all from the actual places they should appear, be produced and the like, but these are hopefully more or less the same numbers Bus Streamer, 6 busses for 26 weeks = 5850087 Google AdWords = Min 80 DKK + 1,75 CPM88 (per month) Flyers and posters = 10500 DKK89 Promotion mascot = 30000 DKK90 Billboards, 3 pieces for a year = 121125 DKK91 The overall budget looks like the following: The overall marketing budget for the year the marketing plan is carried out will be: 58500 + 1440 + 121995 + 10000 + 1250 + 30000 = 223185 DKK. As these might not be exact numbers, the overall budget for the marketing plan will be: 230000 DKK.
87 http://www.afajcd.dk/default.asp?Action=Details&Item=401 88 https://adwords.google.com/select/AfpoFinder?countryCode=US 89 Calculated from numbers in Enclosure Rosenberg mail 90 Price ranges from 10000 DKK 50000 DKK, I took median, see Enclosure Ibsens mail 91 http://www.afajcd.dk/default.asp?Action=Details&Item=548
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Step 4 Design the Promotion Mix Part of the promotion mix is the AIDA model92, which includes 4 aspects; get attention, hold interest, create desire and produce action. This is what the message communicated should try to accomplish. I earlier said the message should create awareness and knowledge about Krudtuglerne, to increase the amount of people who know about them. The internet in quickly winning the hearts of young people, and they spend more and more time browsing. According to A Nation Online young people between the age of 12-17 is accounting for 12% of the total internet population93. This is an opportunity for AB and should be used, though it is in the end of when people can be members of Krudtuglerne. How should AB then make use of this, and the other communication channels? - Website banners o Should have website banners on ABs own webpage and if possible of some partners websites. (Partners should be of some interest to children) - Bus streamers o Bus streamers on the left side of the busses in the HT-area. The left side is the most exposed. 3 busses the first 6 months and 3 busses the last 6 months. It should of course be the 3 most exposed bussed in the local area. - Google AdWords o Should have Google AdWords, where Krudtuglerne appear when searching for AB or Krudtuglerne. Monthly researches show that 90.500 searches for AB per month94, I assume 5% of those would
92 Solomon, Marketing real people, real choices, 5th edition, page 396 93 http://social.jrank.org/pages/842/People-Internet-Who-Uses-Internet-Young-People.html 94 https://adwords.google.com/o/Targeting/Explorer? __u=1000000000&__c=1000000000&stylePrefOverride=2#search.none! ideaType=KEYWORD&requestType=IDEAS
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click onto Krudtuglerne = 4525 clicks per month! This should be an ongoing compaign. Besides the above channels, AB and Krudtuglerne should make use of other channels as well. Printed media is a relatively cheap method to reach out to many people. I know AB has a sponsors/partners in the printing industry, with whom they have great deals with, such as Rosenberg Bogtryk95. - AB should make use of the partnership, and produce many flyers, for distribution at home matches, as people going to the match, often has some sort of relation to AB. Those flyers should also be distributed in the local area a few times a year. - Posters should also be produced, and sent out to institutions in the local area, and hang in local stores. As Krudtuglerne is a fan club, the promotion should also make use of the players. The players in AB are available for more or less anything, after practice. This means they should a few times a year visit institutions with flyers. They should answer questions from the kids, and write them autographs, maybe even play a little football with them. I assume the kids look up to the players, and as they are professional football players, they are sort of role models for the kids, and it is very exciting to meet them. Besides the above mentioned ideas, there is one very important feature left out. Krudtuglerne has a mascot called Max, who is a kind of a hip-owl, this mascot is only virtual at the moment, but I believe AB could generate a lot of awareness if they bought a promotion mascot (of human size) and sent him out in the local area with flyers about Krudtuglerne. In addition to all these channels, AB should jump in, everytime an opportunity for free PR showed. If AB could get the the possibility to get in an interview, in a magazine, in the radio or on TV, they should take it. This would not only create awareness about Krudtuglerne, but also about AB in general. What does the above means then? That the 2 main channels used is the internet and printed media. In combination with those AB should get a mascot, and he should appear in the local area once in a while, sort of as guerrilla marketing, and AB should seek every opportunity of getting free PR. The message should be informative, but without being boring, as it is a service directed at kids. The messages should also if possible hold a little storytelling, so people would feel they enter a new universe, with Max as the
95 http://ab-fodbold.dk/ab-partnere/guldpartnere/rosenberg-bogtryk.aspx
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narrator and main character. It should at the same time emphasize what people get from the membership and state very clearly that this is ABs children fan club! Even though the promotion should be ongoing, throughout the year, the intensity should be the strongest in the fall and in the spring. This is because this is when the customers are most likely to buy a membership, so having the most communication to the public here, would be the best investment, I believe. Step 5 Evaluate the Effectiveness of the Communication Program This final step cannot be carried out at this point, as the promotion ideas is not yet carried out. I will leave this to the company to decide upon later, if they decide to make use of the ideas.
Physical evidence The physical evidence is the tangible aspects of Krudtuglerne. The website, the packages and so on. There is a sub-question for this P as well, it is as follows: How should all the tangible aspects of Krudtuglerne appear? They should all have the same color, or at least complimentary colors, that are in line with those of AB, meaning green, white and gold. Everything should be customized to best aid the customers, and provide the coolest look, still easy to cope with. Everything should have a picture of Max on it, or at least a relation to it. Things, in particular Krudtugle-Hulen should look clean and welcoming, so the children would feel like staying there. The website should be informative, telling about Krudtuglerne, the benefits and bonuses of becoming a member. It should tell the whole storyline of Max and possibly his friends, how he ended up in AB and maybe his relation to AB. Besides that it should of course have all sorts of information about AB and how they are doing in the league etc. People It is not a very complex job, working with Krudtuglerne. Therefore I will not talk too much about training or motivation, but more about personality. How should the people working with Krudtuglerne appear? The people working with Krudtuglerne should be very pedagogic, as they are working with kids. Maybe have prior experience working in a kindergarten or the like. Many people feel that it is very fulfilling to work with kids, and few
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jobs are as fulfilling96. As it is a very fulfilling job, that should be motivation enough, combined with the fact, that people working with Krudtuglerne, also might have a relation to AB, and emotions involved. Besides the pedagogic factor, also being service minded is very important, it is imperative that the children gets the best possible experience, when they are at events and matches with Krudtuglerne. A bonus to the people working with Krudtuglerne, would be if they had exceptional selling skills, so they could sell more memberships to the people asking about information or the like, of Krudtuglerne. Process The process of becoming a member in Krudtuglerne is relative straight forward. As previously mentioned there are 3 ways of obtaining membership, or actually 2 as the 3rd option is a mix between the first 2. How should the process of becoming member in Krudtuglerne be? The first option is to go to the administration at Gladsaxe Stadium, fill out a form and pay the 250 DKK the membership costs. When that is done, the administration at the stadium will send the information on to A-Tex Promotion, who will then take care of the rest, which is: create the person in the database and produce and send out the diploma and membership card. The other way is online, at Krudtuglernes website. The parents (or the buyer) goes to the website, and fill out the form there, together with paying the money, through a secure connection. Again A-Tex then performs the rest of the work, which is sending out the membership diploma and card. 2 times a year A-Tex then collects the money AB needs to pay for the memberships 200 per member. When a member has birthday or it is Christmas time, A-Tex sends out a card, saying happy birthday or merry Christmas. This card then counts as a sort of currency; with this currency the children can hand in the card at the reception at the stadium to collect their present. When the first years membership is about to expire, A-Tex sends collects the new payment, for the following year, and so is the concept build.
96 http://ezinearticles.com/?Elementary-Education-Degrees---The-Gateway-to-a-FulfillingCareer-Working-With-Young-Children&id=3972927
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Marketing budget97
The expenses calculated in this budget only account for the first year of the marketing plan. The big question, this marketing budget is supposed to give an answer to is: Would the marketing plan be economically sustainable? The expenses in the chapter are for the promotion activities and the expenses of running Krudtuglerne, and are seen in relation to the estimated number of sales Krudtuglern hopes to achieve. The stadium where Krudtuglerne has their domain is not calculated, as AB are already in possession of these, and their expenditure does not increase because of Krudtuglerne.
Promotion costs
The promotion costs can be seen in the budget part of the Promotion part of the Ps. But here it is a little more detailed and explained. To the left here is the marketing budget, also seen in the budget part of the communication model. The total promotion cost for the marketing plan will be 223185 DKK, according to my
97 The figures used here, is taken from the Promotion-chapter, and from the Enclosure A-Tex contract
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calculations. If AB leaves a little to work with, the total budget will be 230000 DKK. All these money are put into promotion for a purpose, to increase the amount of members in Krudtuglerne with at least 300.
Daily running costs

Then lets move on the other expenditures, more specifically the cost of running Krudtuglerne with help from A-Tex. The marketing plan is build, with the goal of increasing the number of members by 300, therefore that is the estimated purchases, and the 37 already members of Krudtuglerne, is supposed to renew their membership. These costs are built with the assumption that the 100.000 DKK in revenue for A-Tex is achieved. This means that AB has to pay ATex 64.000 DKK for that year. Next thing to look at is the salary, and as AB has only one person employed to take care of Krudtuglerne, it is fairly simple. However, worth mentioning is, that as I do not know the salary of this person, I have assumed the hourly wage to be 130 DKK. This person is working about 40 hours a month, which then equals to 62.400 DKK for a year. All in all the cost of running Krudtuglerne, without the promotion cost, would be 133800 DKK. Then to combine all the costs for the next year, for the children fan club, it will look like this: 356.985 DKK would be the overall cost for running Krudtuglerne, the next year, with all the expenditures included. In addition to the above cost analysis, I can say, that all the prizes from all the competitions, are either generously given by AB or one of the partners, meaning no expenditure on those.
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Income of Krudtuglerne
Lets then have a look at what the income of Krudtuglerne would be in the same period of time. In this income, is not counted the sales of merchandise, as that goes directly to AB, even though A-Tex is the merchandise shop, so to speak. The merchandise is part of the 100.000 DKK A-Tex are entitled to. This means the only income Krudtuglerne have, is the payment from the new members, and the renewal of current members. Looking at the total revenue, one will get a little chock. The total revenue is only 84250 DKK for the year, the marketing plan is stretching. This does not seem like a lot, and can show to be an obstacle for the marketing plan.
Profit/loss
Lets put the numbers together and see how large the total deficit would be. Looking at this table, it is really clear that this would not be economically sustainable. This year would create a deficit of 272.735 DKK, which in turn would make a ROS = -324 %.
Final conclusion
After having carried out different internal and external analyses, produced a marketing plan and made the budget, there is only one thing left to do, conclude. So what is my conclusion, is the whole project worth the investment, and time put into it? First of the internal analysis showed as a negative factor, with the lack of CRM system, the actual image not fitting with the wanted image are both obstacles, when making a children fan club. But I believe the huge negative factor, is the fact that AB is currently placed in 1st Division and not SAS Ligaen. Not to forget the seriously damaged financial situation of AB, the increasing debt, the decreasing equity, the financial situation in general. The few positive factors in the internal analysis, was the atmosphere and 57 Jonas Haahr Andersen
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employees in AB, they are very open minded, welcoming and very service minded. The external analysis in general showed to be neither negative nor positive. The recession of course is a huge obstacle, however there are positives too. The willingness to donate money to charity can work as an opportunity for Krudtuglerne, as Diabetesforeningen is a partner, can create some goodwill. The fact that there have come more children to Gladsaxe is of course also an opportunity, although many of these are most likely already connected to FCK or Brndby in some way. This leads me to the competition, which also shows as an obstacle for AB. The fact that BIF and FCK are to major competitors and by far the largest, is a serious threat. As mentioned earlier, kids want to be on the winning team, and as both BIF and FCK are in the best league, they are much better positioned than AB. Their facilities and economy also shows as a threat to AB. The expenses in relation to the marketing plan and the daily running of Krudtuglerne are also large, at least compared to what Krudtuglerne gets in income. Krudtuglerne is not supposed to create a profit, but neither a large deficit, which would be the situation. The choice AB could do was to leave some of the promotion out, i.e. cut costs by removing some communication channels, although I assume that would not lead to the much needed promotion, Krudtuglerne has to do. Seeing the marketing plan in relation to the negative situation of the financial situation in AB, it is not realistic that it will be carried out, as they are not in possession of the required liquidity. All in all my conclusion of the analyses, the marketing plan and the marketing budget is, that the whole idea for Krudtuglerne is a little out there, meaning I believe AB have shot over the target so to speak. There are simply not enough AB fans in Denmark, for this to be a successful business. The marketing I believe is needed would be too costly for AB, to be carried out. Besides this, the overall objective of achieving 300 new members by June 30th 2011, is not realistic. Overall the existence of Krudtuglerne, the marketing plan needed, is something AB should consider if they really want, if the investment is well spent, and if they can afford it, but my believe is it is not a good investment, AB should for now, let the kids be a part of AB Forever, as a children fan club at this very moment, is overrated, not needed and to be considered a milestone around the neck of AB.
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List of sources
Internet sites
http://www.netdoktor.dk/sport/hvilken_sportsgren/fodbold.htm www.ab-fodbold.dk http://fronter.com/knord/links/files.phtml/15463203$110066753$/Dokumente r/11.+Methodology/The+art+of+writing+2.pdf www.danskfodbold.com http://www.torvekoekken.dk/ http://www.ab-event.dk/ http://www.bni.as/Default.aspx?w=088ba1e76a744dd5a104e131562aecdd www.ab-krudtuglerne.dk www.diabetes.dk/Aktuelt/Nyheder/2010/Stoet_Boern_med_Diabetes_soendag _den_6_juni.aspx http://www.hartmanns.dk/management.6 http://psychology.about.com/od/theoriesofpersonality/a/hierarchyneeds.htm http://www.famous-quotes-and-quotations.com/frederick_b_wilcox.html www.consumerombudsmad.dk http://www.noegletal.dk/noegletal/servlet/nctrlman.aReqManager www.statistikbanken.dk http://www.gfmag.com/gdp-data-country-reports/285-denmark-gdp-countryreport.html http://www.um.dk/publikationer/um/english/factsheetdenmark/sport/html/cha pter01.htm http://www.eu-oplysningen.dk/fakta/tal/BNPcapita/ http://brondby.com/kids http://www.fcn.dk www.fairfans.dk http://www.dbu.dk/page.aspx?id=690 http://www.fck.dk/fanzone/familietribunen/kampdag/ http://www.mor-far.dk/forum/showthread.php?t=11199 http://webshop.falck.com/privat/Falck-Borne-klub http://www.portal.euromonitor.com/Portal/ResultsList.aspx 59 Jonas Haahr Andersen
2010
http://www.britannica.com/EBchecked/topic/157748/Denmark/33915/Demogr aphic-trends www.bold.dk http://ordnet.dk/ddo_en/dict?query=krudtugle http://fckfc.dk/Default.aspx?ID=2890&GroupID=GROUP7 http://clubvictor.dk/blivmedlem.asp?menuGuid=26029 www.afajcd.dk www.adwords.google.com http://social.jrank.org/pages/842/People-Internet-Who-Uses-Internet-YoungPeople.html http://ezinearticles.com/?Elementary-Education-Degrees---The-Gateway-to-aFulfilling-Career-Working-With-Young-Children&id=3972927
Books
Solomon, Marketing real people, real choices, 5th edition
Press
Berlinske, Danskerne giver record meget til velgrenhed, 10. Dec. 2008 Tipsbladet, AB-direktr: Fansene holder med FCK og BIF, 17. April 2009 Borsen.dk, Stort million underskud i Parken i 2009 og 2010, 19. Nov. 2009
Meetings
Ronny Saul (CEO of Akademisk Boldklub A/S), during entire internship.
Interview
Ronny Saul (CEO of Akademisk Boldklub A/S), by Kanal Sport (http://www.kanalsport.dk/index.php/tv/clip_id=34128)
2010
Enclosures
2010
2010
2010
Enclosure: Questionnaire Danish
2010
Enclosure: Questionnaire English
This is the English version of the original Danish questionnaire:
2010
Enclosure: Members list
2010
2010
Enclosure: Ibsens mail Enclosure: Rosenberg mail
2010
Enclosure: A-Tex contract
2010
2010
2010
MEC 03 2010
Enclosure: Questionnaire responds
Int er este Ma d riin tal In- foo Ag sta co tb e tus me all 1 2 1 1 4 3 2 1 2 2 3 4 2 2 1 1 2 2 2 2 1 2 1 1 2 3 3 2 1 1 3 3 3 3 2 1 1 3 1 3 2 5 1 1 8 7 6 2 3 6 4 7 5 5 3 8 7 5 4 7 1 1 3 3 1 3 1 2 1 1 1 3 1 1 1 1 1 1 1 1 Kn ow chi ldr en fa n clu b 1 1 1 3 1 1 1 1 1 1 2 3 1 2 3 3 1 1 1 1 Ch ildr en fa n clu b, go od ide a 1 1 1 3 1 1 1 1 1 1 1 3 1 1 1 3 1 1 1 1 Kn ow Arr W Mo Me Kr an If ho st Kin dia ud - no, tak im d Ho ad tu ge wh es po of w ve AB g- Fai to y de r- ev to rti Kn fee ler r joi no cis ta en joi sin ow lin ne pri n t? ion nt ts n g AB g ? ce 1 1 1 3 1 1 1 1 1 1 1 3 2 1 2 3 1 1 1 1 0 0 0 3 0 0 0 0 0 0 0 0 3 0 0 3 0 0 0 0 5 1 5 5 4 1 2 4 4 5 5 3 4 2 2 5 2 5 4 5 1 2 4 4 1 1 4 1 1 4 4 2 6 1 5 6 1 4 1 1 1 1 1 1 1 1 0 0 0 0 1 0 1 1 0 0 1 0 0 1 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 1 1 0 0 0 0 0 1 0 1 1 0 0 0 0 0 0 1 0 1 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 1 1 1 3 1 1 1 1 2 1 1 1 4 1 5 5 2 2 2 1 0 1 1 0 1 0 0 1 0 1 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 1 0 1 0 0 1 0 0 0 0 1 0 1 1 0 0 0 0 0 1 1 0 0 0 0 1 0 1 0 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 1 0 1 0 0 0 0 0 1 0 1 1
Final project
ID 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Ge nde r 2 1 2 1 2 1 2 2 2 2 2 1 2 2 2 1 2 2 2 2
Chance came, join in 1 0 1 0 0 0 0 0 1 0 1 0 0 0 0 1 0 0 0 0 1 0 1 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 1 1 2 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 8 4 4 6 7 5 5 3 10 3 7 6 5 7 6 5 1 5 10 8 1 3 1 1 1 3 3 3 1 1 1 1 3 3 1 3 3 3 1 1 1 1 1 1 1 1 2 2 1 1 1 3 3 1 1 2 1 1 3 2 1 2 2 1 2 2 3 3 1 3 1 1 2 1 1 3 3 3 1 2
MEC 03 2010
21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 2 2 2 2 2 2 1 2 2 1 2 1 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 4 1 1 1 1 2 2 1 2 2 2 2 2 3 4 2 1 3 1 3 4 3 2 2 1 1 1 1 2 3 3 2 2 3 2 2 3 2 3 3 2 1 3 3 2 2 2 3 1 3 1 2 2 3 2 1 2 2 1 3 7 6 4 7 3 6 6 6 7 5 7 8 7 5 7 4 6 6 2 7 7 7 8 8 6 1 1 7 4 7 3 1 3 1 1 1 1 1 1 1 2 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 3 1 2 1 1 1 2 3 1 1 1 1 2 2 1 1 2 3 1 1 1 1 1 3 2 1 1 1 1 1 3 1 1 1 2 1 1 1 1 1 1 1 1 2 1 1 1 3 1 1 1 1 3 3 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 3 1 2 1 1 3 2 1 1 1 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 1 0 0 0 0 5 4 4 2 4 4 4 4 2 5 2 5 1 3 5 2 3 5 5 5 2 4 5 2 5 2 3 4 2 4 1 1 2 1 1 5 5 1 1 6 4 2 1 2 6 1 3 6 1 1 1 1 1 1 1 2 4 1 1 4 1 1 0 1 1 0 1 1 1 1 0 1 0 1 1 1 0 1 1 1 0 1 1 1 1 0 0 1 1 1 0 1 0 1 1 1 0 1 0 1 1 0 0 0 1 0 0 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 1 1 1 0 0 0 1 0 0 0 1 1 0 0 1 0 0 0 0 0 0 1 0 0 0 1 0 1 0 0 0 1 1 0 0 1 1 0 1 0 0 1 0 0 1 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 0 1 2 2 2 2 1 1 2 2 1 2 2 3 1 2 2 4 1 1 1 2 1 1 1 2 4 2 1 2 2 1 0 0 0 0 1 1 0 0 0 1 0 0 1 1 0 1 0 0 1 0 1 1 1 0 1 0 0 0 1 1 1 0 0 1 1 0 0 1 1 1 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 1 0 0 1 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 1 0 0 1 0 1 0 0 1 1 1 0 0 0 1 0 0 0 0 1 0 0 0 1 0 0 1 0 0 0 1 0 0 1 0 1 0 1 0 1 1 0 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 1 1 1 0 1 1 1 1 0 1 0 0 0 0 1 0 0 0 1 0 1 0 0 0 0 1
Final project
0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 0 1 3 1 1 1 1 1 1 1 1 1 1 2 1 3 1 3 3 1 1 1 1 3 1 1 1 1 1 1 1 6 5 7 3 5 8 1 3 10 3 5 6 7 5 6 5 1 5 5 2 4 10 5 1 2 6 6 10 10 8 1 3 3 3 3 1 3 3 1 3 1 1 3 2 3 3 2 3 3 3 3 1 1 3 1 1 1 3 1 1 1 2 1 1 2 1 2 2 1 2 1 2 3 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 3 1 3 2 1 3 3 1 2 1 2 3 3 3 3 2 3 1 0 3 1 3 3 3 1 1 2 1 2
MEC 03 2010
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 2 2 2 2 2 2 1 1 2 2 2 2 2 2 2 2 1 1 2 2 2 2 2 2 2 2 2 2 1 3 2 1 2 1 3 2 1 2 3 3 2 1 2 1 3 2 1 2 2 2 2 4 1 1 1 1 2 2 2 3 3 2 2 3 3 2 1 3 2 3 3 2 2 3 3 1 1 3 1 3 3 2 2 3 2 2 3 5 7 8 6 8 6 5 7 4 7 5 7 8 6 8 6 5 8 7 5 4 7 7 6 4 7 3 6 6 1 3 1 3 3 3 3 1 1 1 1 3 1 3 3 3 3 1 1 1 1 1 3 1 3 1 1 1 1 1 3 1 1 2 1 2 2 1 1 1 3 1 1 2 1 2 3 1 1 1 1 1 3 1 3 1 2 1 1 2 1 1 2 1 2 1 1 1 1 2 1 1 2 1 2 3 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 2 3 1 1 1 1 1 1 1 3 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 2 0 0 0 2 5 5 4 4 5 5 4 2 4 2 5 5 4 4 5 5 5 2 5 4 5 5 4 4 2 4 4 4 1 1 1 4 5 1 6 1 1 4 1 1 1 4 5 1 6 6 1 4 1 1 1 1 2 1 1 5 5 1 1 1 0 0 1 1 1 1 1 1 1 1 0 0 1 1 0 1 0 0 1 1 1 0 1 1 0 1 0 0 1 0 0 1 0 0 0 0 0 0 1 0 0 1 0 0 1 0 0 0 0 1 0 1 1 1 0 0 0 0 1 0 1 0 0 0 1 0 0 0 1 0 1 0 0 0 0 1 0 0 0 0 1 0 0 0 0 1 0 1 1 1 0 0 0 0 0 1 0 1 1 1 0 0 0 1 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 1 1 1 2 2 1 1 1 2 2 1 1 1 2 2 1 1 5 2 2 2 1 1 2 2 2 2 1 1 1 0 1 1 0 0 0 0 0 1 1 0 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 1 0 1 1 0 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 0 0 1 0 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 1 0 0 0 1 0 0 0 0 0 1 0 0 0 1 0 0 1 0 1 1 1 0 0 1 0 1 0 0 1 0 0 1 0 0 0 0 1 0 1 0 0 1 0 0 1 0 0 0 0 1 0 0 1 0 1 0 0 1 0 0 1 1 1 0 0 1 0 1 0 0 1 1 1 0 0 0 1 1 1 1 0 0 1 1 1
Final project
0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 1 1 1 1 1 3 1 1 1 3 1 1 1 1 1 3 1 1 1 1 1 1 3 1 1 1 1 1 5 5 10 5 5 5 5 10 10 8 5 5 10 5 5 5 5 5 1 5 10 8 6 5 7 3 5 8 1 3 3 1 1 3 3 3 3 1 1 3 3 1 1 3 3 3 3 3 3 1 1 1 3 3 3 3 1 3 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 2 2 1 1 3 2 1 2 1 1 2 1 2 2 3 1 2 0 3 3 2 1 2 2 3 1 2 2 3 3 3 3 3 1 2 1 3 1 3 2 1 3
MEC 03 2010
80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 10 0 10 1 10 2 10 3 10 4 10 5 10 6 2 2 1 2 2 1 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2 1 2 2 1 2 2 1 2 2 2 2 2 2 2 1 1 2 2 2 2 2 4 1 1 1 1 2 2 1 2 2 2 3 2 3 3 1 3 3 3 3 2 1 1 3 3 1 3 3 2 2 3 2 2 3 2 3 3 1 3 6 7 5 6 4 7 5 5 3 8 7 5 5 4 7 7 6 4 7 3 6 6 6 7 5 6 5 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 3 1 3 1 1 1 1 1 1 1 1 1 1 1 2 1 2 3 1 2 3 3 1 1 1 1 1 1 3 1 3 1 2 1 1 1 2 1 1 2 1 1 1 1 3 1 1 1 3 1 1 1 1 1 1 1 1 3 1 1 1 2 1 1 1 1 1 1 1 1 1 3 2 1 2 3 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 4 2 5 5 5 3 4 2 1 5 2 5 5 4 5 5 4 4 2 4 4 4 4 2 5 5 3 1 1 6 4 4 2 6 1 5 6 1 4 4 1 1 1 1 2 1 1 5 5 1 1 6 4 2 1 1 1 0 1 0 1 1 0 0 1 0 0 0 1 1 1 0 1 1 0 1 1 1 1 0 1 1 0 1 0 1 0 0 0 0 0 1 0 0 0 0 0 1 0 1 1 1 0 1 0 1 0 0 0 1 1 0 1 1 0 0 0 0 0 0 0 1 0 0 0 0 1 0 0 0 0 1 1 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 0 0 0 0 0 1 0 1 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 2 2 1 1 1 1 4 1 5 5 2 2 2 2 1 1 2 2 2 2 1 1 2 2 1 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 1 1 0 0 0 1 1 0 1 1 0 1 0 0 0 0 1 0 1 1 1 0 1 1 0 0 1 1 0 0 1 1 0 0 1 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 0 0 0 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 1 0 0 0 0 1 1 0 1 0 0 0 0 0 1 0 0 1 1 1 0 0 1 0 1 0 0 1 1 0 0 1 0 1 0 1 0 0 0 0 1 0 0 0 0 0 1 0 0 1 0 1 0 1 0 1 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 1 1 1 0 1 1 0 1
Final project
0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 3 10 3 3 7 6 5 7 6 5 1 5 5 10 8 6 5 7 3 5 8 1 3 10 3 3 5 3 1 3 1 1 1 3 3 1 3 3 3 3 1 1 1 3 3 3 3 1 3 3 1 3 1 2 2 1 2 1 1 3 3 1 1 2 1 1 1 3 2 1 2 1 1 2 1 2 2 1 2 1 1 3 1 3 3 1 1 2 1 1 3 3 3 3 1 2 1 3 1 3 2 1 3 3 1 3 3 3
MEC 03 2010
10 7 10 8 10 9 11 0 11 1 11 2 11 3 11 4 11 5 11 6 11 7 11 8 11 9 12 0 12 1 12 2 12 3 12 4 12 5 12 6 12 1 2 2 2 2 2 2 2 1 2 2 1 2 2 1 2 2 2 1 2 2 4 2 1 1 1 1 1 2 2 1 2 2 2 3 4 2 2 1 1 2 2 2 2 2 2 2 3 2 2 3 2 3 3 1 3 3 3 3 2 1 1 3 7 4 6 6 5 7 3 6 6 6 7 5 6 4 7 5 5 3 8 7 5 1 1 2 1 3 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 2 2 3 1 3 1 2 1 1 1 2 1 2 3 1 2 3 3 1 1 1 1 2 1 1 3 1 1 1 2 1 1 1 1 3 1 1 1 3 1 1 1 1 2 1 1 3 1 1 1 1 1 1 1 1 3 2 1 2 3 1 1 0 0 0 0 0 2 0 0 0 0 0 0 0 0 3 0 0 0 3 0 0 5 2 3 4 4 2 4 4 4 4 2 5 5 5 3 4 2 5 5 2 5 6 1 3 1 2 1 1 5 5 1 1 6 4 4 2 6 1 5 6 1 4 1 1 0 1 0 1 1 0 1 1 1 1 0 1 0 1 1 0 0 1 0 1 0 0 1 0 1 1 1 0 1 0 1 0 1 0 0 0 0 0 1 0 1 0 0 0 0 1 0 0 0 0 1 1 0 1 1 0 0 0 0 0 0 1 0 1 0 0 1 0 1 0 0 0 1 1 1 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 2 2 4 2 2 2 2 1 1 2 2 1 1 1 1 4 1 5 5 2 2 1 0 1 0 0 0 0 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 1 1 0 1 0 0 0 0 1 0 1 1 0 0 0 0 1 0 0 1 1 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 1 0 0 1 1 0 0 0 0 0 0 1 0 0 0 0 1 0 1 0 0 1 1 0 1 0 0 0 0 0 1 0 1 1 0 0 0 1 0 1 0 1 0 1 0 1 0 0 0 0 1 0 0 0 0 0 1 0 0 1 1 1 0 1 1 0 0 0 0 0 0 0 0 0
Final project
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0
3 1 3 3 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1
6 5 1 5 7 3 5 8 1 3 10 3 3 7 6 5 7 6 5 1 5
3 3 2 3 3 3 3 1 3 3 1 3 1 1 1 3 3 1 3 3 3
1 1 1 2 1 1 2 1 2 2 1 2 1 1 3 3 1 1 2 1 1
3 3 2 3 1 3 2 1 3 3 1 3 3 1 1 2 1 1 3 3 3
MEC 03 2010
7 12 8 12 9 13 0 13 1 13 2 13 3 13 4 13 5 13 6 13 7 13 8 13 9 14 0 14 1 14 2 14 3 14 4 14 5 14 6 14 7 2 2 1 2 2 1 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 2 2 2 3 4 2 1 3 1 3 4 3 2 2 1 1 1 1 2 3 1 1 3 3 2 2 2 3 1 3 1 2 2 3 2 1 2 2 1 5 4 8 7 5 7 4 5 5 2 7 7 7 8 8 6 1 1 7 4 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 1 1 2 3 1 1 1 1 1 3 2 1 1 1 1 1 1 1 1 2 1 1 1 3 1 1 1 1 3 3 1 1 1 1 1 1 1 1 1 2 1 1 1 3 1 2 1 1 3 2 1 1 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 1 0 0 0 5 4 5 4 3 5 2 3 5 5 5 2 4 5 2 5 2 2 4 2 4 1 2 1 2 6 1 3 6 1 1 1 1 1 1 1 2 4 1 1 0 0 1 0 1 1 1 0 1 1 1 0 1 1 1 1 0 0 1 1 0 0 0 0 0 1 0 0 0 0 1 0 0 1 0 0 0 0 0 0 0 1 0 0 0 1 0 0 0 1 1 0 0 1 0 0 0 0 0 0 1 0 0 0 1 1 0 1 0 0 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 2 2 2 3 1 2 2 4 1 1 1 2 1 1 1 2 4 2 1 2 0 1 0 0 1 1 0 1 0 0 1 0 1 1 1 0 1 0 0 0 1 1 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 1 0 0 0 1 0 0 0 0 1 0 0 0 1 0 0 1 0 0 0 0 0 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 1 0 1 0 0 0 0 1 0 0 0 1 0 1 0 0 0 0
Final project
0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0
1 1 1 2 1 3 1 3 3 1 1 1 1 3 1 1 1 1 1 1
5 10 6 7 5 6 5 1 7 5 2 4 10 5 1 2 6 6 10 10
3 1 1 3 2 3 3 2 3 3 3 3 1 1 3 1 1 1 3 1
1 3 2 3 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1
3 1 2 3 3 3 3 2 3 1 3 3 1 3 3 3 1 1 2 1
MEC 03 2010
14 8 14 9 15 0 15 1 15 2 15 3 15 4 15 5 15 6 15 7 15 8 15 9 16 0 16 1 16 2 16 3 16 4 16 5 16 6 16 7 16 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 2 2 2 2 2 3 3 2 1 2 1 3 3 3 2 1 2 1 3 2 1 2 2 2 2 4 3 2 3 3 2 2 3 3 2 3 3 2 2 3 3 1 1 3 1 3 3 7 5 7 8 6 8 6 7 5 7 8 6 8 6 5 8 7 5 4 7 7 1 1 3 1 3 3 3 1 1 3 1 3 3 3 3 1 1 1 1 1 3 1 1 3 1 1 2 1 1 1 3 1 1 2 1 2 3 1 1 1 1 1 1 1 2 1 1 2 1 1 1 2 1 1 2 1 2 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 3 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 4 2 5 5 4 4 5 4 2 5 5 4 4 5 5 5 2 5 4 5 5 4 1 1 1 4 5 1 4 1 1 1 4 5 1 6 6 1 4 1 1 1 1 1 1 1 0 0 1 1 1 1 1 0 0 1 1 0 1 0 0 1 1 0 0 0 1 0 0 1 0 0 0 1 0 0 1 0 0 1 0 0 0 0 1 0 0 0 1 0 1 1 0 0 0 1 0 1 0 0 0 0 1 0 0 0 0 1 0 1 1 1 0 0 1 0 1 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 2 1 1 1 2 2 1 2 1 1 1 2 2 1 1 5 2 2 0 1 1 1 1 0 1 1 0 0 1 1 0 1 1 0 0 0 0 0 0 1 1 1 0 0 0 1 0 0 0 0 0 0 1 0 0 0 0 1 0 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 0 1 0 0 0 1 0 0 1 0 1 1 1 1 0 1 0 0 1 0 1 0 1 0 0 1 0 0 1 0 0 0 0 1 1 0 1 0 0 1 1 1 0 1 0 0 1 1 1 0 0 0 1 1 1
Final project
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1 3 1 1 1 1 1 1 3 1 1 1 1 1 3 1 1 1 1 1 1
8 6 5 10 5 5 5 8 7 5 10 5 5 5 5 5 1 5 10 8 6
1 3 3 1 1 3 3 1 3 3 1 1 3 3 3 3 3 3 1 1 1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 1 1 3 2 1
2 2 0 1 2 2 3 0 2 3 1 2 2 3 3 3 3 3 1 2 1
MEC 03 2010
8 16 9 17 0 17 1 17 2 17 3 17 4 17 5 17 6 17 7 17 8 17 9 18 0 18 1 18 2 18 3 18 4 18 5 18 6 18 7 18 8 2 2 2 2 2 1 2 2 1 2 2 1 2 2 2 2 1 2 2 2 1 1 1 1 2 2 1 2 2 2 3 4 2 2 1 2 2 1 1 2 2 2 3 2 2 3 2 3 3 1 3 3 3 3 2 2 3 2 3 2 6 4 7 3 6 6 6 7 5 6 4 7 5 5 3 6 6 6 8 6 1 3 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 3 3 1 3 1 2 1 1 1 2 1 2 3 1 2 3 2 1 1 1 1 1 1 3 1 1 1 2 1 1 1 1 3 1 1 1 1 1 2 1 1 1 1 3 1 1 1 1 1 1 1 1 3 2 1 2 1 1 1 1 1 0 0 2 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 4 4 2 4 4 4 4 2 5 5 5 3 4 2 1 4 4 4 5 4 1 2 1 1 5 5 1 1 6 4 4 2 6 1 5 5 5 1 1 4 1 0 1 1 0 1 1 1 1 0 1 0 1 1 0 0 1 1 1 0 1 0 1 1 1 0 1 0 1 0 1 0 0 0 0 1 0 1 1 0 0 0 1 0 0 0 0 1 1 0 1 1 0 0 0 0 0 0 0 1 0 0 1 0 1 0 0 0 1 1 1 0 0 0 0 1 0 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 1 1 2 2 1 1 1 1 4 1 5 1 1 2 1 2 0 0 0 0 1 1 0 0 0 1 0 0 0 0 0 1 1 0 1 1 1 0 0 1 1 0 0 1 1 0 1 0 0 0 0 1 0 0 1 0 0 0 1 0 0 1 1 0 0 0 1 0 1 0 0 0 1 1 0 0 0 0 1 0 1 0 0 1 0 0 1 1 0 0 0 1 0 0 1 0 0 0 1 0 1 0 0 1 1 0 1 0 0 0 0 1 0 0 0 0 0 0 1 0 1 0 1 0 1 0 1 0 0 0 0 1 0 1 0 0 1 0 0 1 1 1 0 1 1 0 0 0 0 0 0 1 1 0 0 0
Final project
0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0
3 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1
5 7 3 5 8 1 3 10 3 3 7 6 5 7 6 8 1 3 10 5
3 3 3 3 1 3 3 1 3 1 1 1 3 3 1 1 3 3 1 1
2 1 1 2 1 2 2 1 3 1 1 3 3 1 1 1 2 2 1 1
3 1 3 2 1 3 3 1 3 3 1 1 2 1 1 1 3 3 1 2
MEC 03 2010
18 9 19 0 19 1 19 2 19 3 19 4 19 5 19 6 19 7 19 8 19 9 20 0 20 1 20 2 20 3 20 4 20 5 20 6 20 7 20 8 20 2 2 1 1 2 2 2 2 2 2 2 2 2 2 1 2 2 1 2 1 2 1 3 2 1 2 2 2 2 4 1 1 1 1 2 2 1 2 2 2 2 2 2 3 3 1 1 3 1 3 3 2 2 3 2 2 3 2 3 3 3 3 1 8 6 5 8 7 5 4 7 7 6 4 7 3 6 6 6 7 5 7 5 6 3 3 3 1 1 1 1 1 3 1 3 1 1 1 1 1 1 1 1 1 1 2 1 2 3 1 1 1 1 1 3 1 3 1 2 1 1 1 2 1 2 1 2 1 2 3 1 1 1 1 1 1 1 3 1 1 1 2 1 1 1 1 1 1 1 2 3 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 0 0 0 3 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 4 5 5 5 2 5 4 5 5 4 4 2 4 4 4 4 2 5 2 5 5 5 1 6 6 1 4 1 1 1 1 2 1 1 5 5 1 1 6 1 6 4 0 1 1 0 1 0 0 1 1 1 0 1 1 0 1 1 1 1 1 1 0 0 1 0 0 1 0 0 0 0 1 0 1 1 1 0 1 0 1 0 1 0 0 1 0 0 0 0 1 0 0 0 0 1 0 0 0 0 1 1 1 1 0 1 1 0 0 0 1 0 0 0 0 0 1 0 1 0 0 0 1 0 1 1 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 2 1 1 5 2 2 2 1 1 2 2 2 2 1 1 2 2 1 2 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 1 1 0 0 0 0 0 1 0 0 0 1 0 1 1 0 1 1 0 0 1 1 0 0 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 1 0 1 0 0 0 1 0 0 1 0 1 1 1 0 0 1 0 1 0 0 1 1 1 1 0 1 0 0 1 0 0 0 0 1 0 0 1 0 1 0 1 0 1 0 1 0 1 1 1 0 0 0 1 1 1 1 0 0 1 1 1 0 1 1 1 1 0
Final project
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1 1 3 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 1
5 5 5 5 1 5 10 8 6 5 7 3 5 8 1 3 10 3 10 3 3
3 3 3 3 3 3 1 1 1 3 3 3 3 1 3 3 1 3 1 3 1
1 1 2 2 1 1 3 2 1 2 1 1 2 1 2 2 1 2 1 2 1
2 3 3 3 3 3 1 2 1 3 1 3 2 1 3 3 1 3 1 3 3
MEC 03 2010
9 21 0 21 1 21 2 21 3 21 4 21 5 21 6 21 7 21 8 21 9 22 0 22 1 22 2 22 3 22 4 22 5 22 6 22 7 22 8 22 9 2 1 2 2 2 1 2 2 2 2 2 2 2 2 2 2 2 1 2 2 3 4 2 2 1 1 2 2 2 2 2 4 1 1 1 1 2 2 1 2 3 3 3 3 2 1 1 3 3 1 3 3 2 2 3 2 2 3 2 3 4 7 5 5 3 8 7 5 5 4 7 7 6 4 7 3 6 6 6 7 1 3 1 1 1 1 1 1 1 1 1 3 1 3 1 1 1 1 1 1 2 3 1 2 3 3 1 1 1 1 1 1 3 1 3 1 2 1 1 1 1 3 1 1 1 3 1 1 1 1 1 1 1 1 3 1 1 1 2 1 1 3 2 1 2 3 1 1 1 1 1 1 1 1 3 1 1 1 1 1 0 1 0 0 0 3 0 0 0 0 0 0 0 0 2 0 0 0 0 0 5 3 4 2 1 5 2 5 5 4 5 5 4 4 2 4 4 4 4 2 4 2 6 1 5 6 1 4 4 1 1 1 1 2 1 1 5 5 1 1 1 0 1 1 0 0 1 0 0 0 1 1 1 0 1 1 0 1 1 1 1 0 0 0 0 0 1 0 0 0 0 0 1 0 1 1 1 0 1 0 1 1 0 0 0 0 0 0 0 1 0 0 0 0 1 0 0 0 0 1 1 0 0 0 0 0 0 1 1 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 1 4 1 5 5 2 2 2 2 1 1 2 2 2 2 1 1 2 2 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 1 1 0 0 1 0 0 0 0 1 0 1 1 1 0 1 1 0 0 1 1 0 0 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 1 1 0 0 0 0 0 1 0 0 1 1 1 0 0 1 0 1 0 0 1 1 0 0 0 0 1 0 0 0 0 0 1 0 0 1 0 1 0 1 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 1 1 1 0 1
Final project
0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1 2 1 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1
7 6 5 7 6 5 1 5 5 10 8 6 5 7 3 5 8 1 3 10
1 1 3 3 1 3 3 3 3 1 1 1 3 3 3 3 1 3 3 1
1 3 3 1 1 2 1 1 1 3 2 1 2 1 1 2 1 2 2 1
1 1 2 1 1 3 3 3 3 1 2 1 3 1 3 2 1 3 3 1
MEC 03 2010
23 0 1 2 3 5 1 2 1 1 0 5 6 1 1 1 1 0 1 0 1 0 0 1 1 1
Final project
2010
Enclosure: AB Annual report 2008
2010
2010
2010
2010
2010
MEC 03 2010
Final project
MEC 03 2010
Final project
MEC 03 2010
Final project
MEC 03 2010
Final project

Final Project

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2010

The Marketing Management Programme

MEC 03 Final project

1 Jonas Haahr Andersen

MEC 03 Final project

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MEC 03 Final project

MEC 03 Final project

MEC 03 Final project

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MEC 03 Final project

MEC 03 Final project

Models and theories

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5 Solomon, Marketing real people real choices, page 338

6 Solomon, Marketing real people real choices, page 483

7 Solomon, Marketing real people real choices, page 392

8 http://fronter.com/knord/links/files.phtml/15463203$110066753$/Dokumenter/11.+Methodol ogy/The+art+of+writing+2.pdf, page 21

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19 See enclosure: Questionnaire responds

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26 http://www.ab-fodbold.dk/nyheder/1-holdet/hvad-betyder-ab-for-dig.aspx - written by Mikkel Jger (Danish link)

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Macro environment analysis

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45 http://www.danskfodbold.com/tilskuere.php?ligaid=2001&seasonid=2009 Numbers calculated for each season

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